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The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change Series) | 
 enlarge | Author: Clayton M. Christensen
Publisher: Harvard Business School Press
Category: Book
List Price: $35.00
Buy Used: $0.49
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Avg. Customer Rating:  158 reviews
Sales Rank: 78629
Media: Hardcover
Number Of Items: 1
Pages: 225
Shipping Weight (lbs): 1.3
Dimensions (in): 9.3 x 6.1 x 1.2
ISBN: 0875845851
Dewey Decimal Number: 658
EAN: 9780875845852
ASIN: 0875845851
Publication Date: June 1997
Availability: Usually ships in 1-2 business days
Shipping: Expedited shipping available
Shipping: International shipping available
Condition: ** Possible marking on cover. 100% Satisfaction guaranteed on all purchases. Delivery is 7-14 days for standard mail. **
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| Editorial Reviews:
Amazon.com Review
What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies. At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards
Product Description
Taking the radical position that great companies can fail precisely because they excel at the commonly accepted practices of good management, this work demonstrates why outstanding companies like Xerox, IBM, Sears and DEC had their competitive antennae up, listened to customers, and invested aggressively in new technologies, and still lost their positions of market dominance. And it shows companies today how they can avoid a similar fate.
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| Customer Reviews: Read 153 more reviews...
 every product manager must read this March 15, 2008
1 out of 1 found this review helpful
OK, I admit, some of it can be a bit boring, especially the first couple of chapters. But the premise and his argument are great.
A product manager who has not read this book is not a product manager at all!
 unconvincing December 5, 2007
1 out of 2 found this review helpful
This book analyzes why established successful companies repeatedly miss "less sensible" (to their own value network) innovations in the low-end "emerging" market and how products in the low end market eventually displace existing products in the entire market. The book does a comprehensive analysis of the phenomena.
However, I am not convinced with the analysis. People make wrong forecasts of trends and miss emerging markets for many reasons. New entrants fail in trial and error with this extremely high risk game. Does it make sense for an established company to maintain an independent unit for playing this high risk game at a considerable expense? Or should they be the follower and let small companies bear the initial high cost ? I don't think there is a clear answer like what the author has suggested.
There are some uncommon and incorrect use of technology terms (e.g. Java "protocol",computer "automated "design), which let you doubt the credibility and seriousness of the author. The writing is in fairly academic style with great clarity. But it can be repetitive in many places, revisiting the same materials.
Disrupt your competitors, not your customers! November 28, 2007
5 out of 5 found this review helpful
With the Innovator's Dilemma, Clayton Christensen delivers a very powerful analysis of the role of innovation in gaining market leadership. The question raised is whether market leadership can be sustained through innovation alone. Indeed, the core of the Innovator's Dilemma illustrates how successful companies with established solutions, marquee customers and a valued brand keep being threatened and at time vanquished by start-ups. A recent example would be how established enterprise software vendors have been shaken up by disruptive startups: Remember Salesforce.com vs. Siebel Systems? Christensen addresses a difficult problem that most successful customer focused companies face. Precisely, because it is a formidable challenge for an established company to bring disrupting technology to its own installed base of customers.
 Solves the Dilemma November 25, 2007
0 out of 1 found this review helpful
This book is highly engaging and actionable and helps companies understand how innovation is powerful and long-lasting. I also recommend "Something Really New" which was just released as another powerful resource on innovation in companies. Something Really New: Three Simple Steps to Creating Truly Innovative Products
No Dilemma Here August 18, 2007
It is the typical manager's nightmare. A startup with a powerful idea wipes out all the dominance your large ogranisation had. It can happen overnite and without warning.
How do you stop this nightmare from happening? Well, the answer could lie in The Innovator's Dilemma.
Kishore Dharmarajan
Author of Eightstorm: 8-Step Brainstorming for Innovative Managers
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