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The Innovater's Solution: Creating and Sustaining Successful Growth (Gebundene Ausgabe)

von Clayton M. Christensen (Autor), Michael E. Raynor (Autor) "This is a book about how to create new growth in business ..." (mehr)
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Produktinformation

  • Gebundene Ausgabe: 288 Seiten
  • Verlag: Mcgraw-Hill Professional; Auflage: illustrated edition (1. September 2003)
  • Sprache: Englisch
  • ISBN-10: 1578518520
  • ISBN-13: 978-1578518524
  • Größe und/oder Gewicht: 23,4 x 16 x 2,8 cm
  • Durchschnittliche Kundenbewertung: 4.0 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon.de Verkaufsrang: Nr. 31.496 in Englische Bücher (Die Bestseller Englische Bücher)

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    Nr. 14 in  Englische Bücher > Business & Investing > Management & Leadership > Planning & Forecasting

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  • Komplettes Inhaltsverzeichnis ansehen

Produktbeschreibungen

From Publishers Weekly

Christensen (The Innovator's Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen's earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being "disruptors" who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and Raynor, a director at Deloitte Research) examine the nine business decisions integral to growth, including product development, organizational structure, financing and key customer base. They cite such companies as IBM, AT&T, Sony, Microsoft and others to illustrate their points. Generally, the writing is clear and specific. For example, in discussing whether a company has the resources necessary for growth, the authors say, "In order to be confident that managers have developed the skills required to succeed at a new assignment, one should examine the sorts of problems they have wrestled with in the past. It is not as important that managers have succeeded with the problem as it is for them to have wrestled with it and developed the skills and intuition for how to meet the challenge successfully the next time around"; they then provide a real-life example of a software company. Similar important strategies give readers insights that they can use in their own workplaces. People looking for quick fixes may find the charts, diagrams and extensive footnotes daunting, but readers familiar with more technical business management tomes will find this one both stimulating and beneficial.
Copyright 2003 Reed Business Information, Inc.


Kurzbeschreibung

Practical guidance for managing disruptive technologies in this answer to the bestselling book, }The Innovator's Dilemma{.
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The Innovater's Solution: Creating and Sustaining Successful Growth
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The Innovater's Solution: Creating and Sustaining Successful Growth 4.0 von 5 Sternen (2)
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The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials)
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The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials) 4.6 von 5 Sternen (70)
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Harvard Business Review on Innovation
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Harvard Business Review on Innovation
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Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Race of Technological Change
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This is a book about how to create new growth in business. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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15 von 15 Kunden fanden die folgende Rezension hilfreich:
3.0 von 5 Sternen Auf dem richtigen Weg zur Lösung, 4. Mai 2009
Warum tun sich große Unternehmen so schwer mit disruptiven Innovationen? Das ist die zentrale Frage des Buches und die Autoren versuchen anhand von neun Teilfragen eine Lösung zu finden. Das Buch baut sehr stark (zu stark) auf 'The Innovator's Dilemma' auf ohne jedoch die gleiche Orginalität zu erlangen.
Anders als der Titel verspricht, liefert das Buch jedoch nicht DIE Lösung, eher sind es viele Denkanstösse und Überlegungen. Eine Lösung kann es nur individuell für jede Situation geben. Sehr gut sind die Beispiele von Unternehmen (Sony, IBM etc.). Der Schwachpunkt des Buches sind die Verallgemeinerungen. Beobachtete Phänomene werden schnell als allgemeingültig dargestellt. Das wirkt anektodisch und dadurch sinkt die Überzeugeungskraft entscheidend. Beispiel: 'Senior managers typically hire market research to quantify the size of opportunities rather than to understand the customer.' (S.89)Das mag sogar in den meisten Fällen stimmen, aber dadurch, dass die Autoren das zu häufig so anwenden, wirkt einiges zurecht gebastelt.
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1 von 4 Kunden fanden die folgende Rezension hilfreich:
5.0 von 5 Sternen In Praise of a Disruptive Innovation Theory, 9. Juni 2004
The first two chapters of this book are so well thought out and beautifully written that reading them literally made my muscles ache and toes curl. I've never had that strong a reaction to any portion of a business book before.

The Innovator's Solution builds on Professor Christensen's landmark book, The Innovator's Dilemma, and explains how managers can overcome the bias he described in the earlier book toward being blindsided by new entrants bringing disruptive technology and products to bear.

There's so much good material in The Innovator's Solution that it is hard to fairly summarize it.

Let me attempt to give you an overview. The authors point out, based on the studies of others, that few large companies are able to grow faster than average. Worse still for managers, they point out that studies of those few which have grown faster are often contradictory in their findings. Best practices may be nothing more than an accidental reaction to a temporary situation. The authors go on to create a generalized theory of what needs to be done in every situation that a company may face in creating and responding to disruptive technologies and products. It's as though Michael Porter had taken his tomes on competitive advantage and provided a single theory for when to apply what. As such, this is one of the most advanced books for creating management processes for using disruptive technologies and business models to discomfit the competition in profitable ways.

Appreciating Figure 2-3 on page 44 is worth the price of the book alone. The authors have created a graphic to explain how markets develop in growth and competitive characteristics. No one who ever sees this graphic depiction will ever think about competitive and development strategies in the same way again.

Although the authors use examples from many different industries, the most detailed and compelling examples come from technology based companies and industries. I found the Sony examples particularly interesting for their repeated creation of new markets and business models.

The book beautifully elaborates on the thinking processes that companies use to lose competitive advantage . . . and should help many leaders counter these wrong-headed thoughts and instincts.

Why, then, does the book have so much theory? As the authors candidly point out at the end, there are few models for what they are proposing. As a result, they have cobbled together a theory from bits and pieces of concepts that appeal to them and seem to fit with one another. Only with experience can we tell how good this theory is. But it's worth understanding and considering.

The authors seem to have missed the bulk of the examples of companies that have made continuing business model innovations in the last decade. That appears to be because they relied on the published literature prior to 2003 to find examples, rather than doing their own research from scratch. Since continuing business model innovators are seldom written about by academics and consultants, these are a little hard to find. A large number of such innovators appear in service industries, which are relatively little mentioned in The Innovator's Solution. Surprisingly, many continuing business model innovators in software, semiconductors, computer components and medical testing are missing from the book. I suspect that the proposed theory could have been much improved by considering these cases. I look forward to seeing what the authors have to say in the future as they look at more cases.

Without attempting to know if the theories are right or not, I can mention my own subjective reactions. The authors seem to be overly focused on products as compared to business models. It is helpful to use both perspectives as starting points for strategic thinking. Analyzing customer behavior by considering what job customers are trying to do seems to me to be much too simplistic. The most disruptive products, technologies and business models have often created changes in behavior where customers do things for the first time. On the other hand, the points made about how to beat the most powerful competitors, selecting the right target customers, scoping the business correctly, avoiding commoditization, managing strategic development, working with the right sources and amounts of funding, and the role of senior executives struck me as more often on the mark than not based on my own research and experiences. Any of the chapters except chapter 3 would probably make helpful reading for just about anyone.

Don't be put off by the authors' emphasis on theory. They are trying to help make you more practical . . . not more abstract. Think of their theory as being like an operating manual for a new product. You may get better results by having clear instructions rather than relying totally on trial and error.

I was extremely impressed by the gracious and thorough acknowledgments in the book of the thinking and research of others. Even when the authors point out the extreme weaknesses and limitations of a particular piece of work, they praise the positive aspects of that work in kind and thoughtful ways. I cannot remember the last time I read an academic book that took such a considerate approach.

After you finish this book, I suggest that you think through how you can inexpensively create a better and more effective balance between creating the industries of the future and optimizing the businesses of today. Your stakeholders will thank you.
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