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The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) (Englisch) Gebundene Ausgabe – 1. Mai 1997

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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


“I’d recommend that every business pick up and read Clayton Christensen’s The Innovator’s Dilemma.” —

“The process of Low End Disruption is beautifully described in Clayton Christensen’s series of books: The Innovator’s Dilemma, The Innovator’s Solution and The Innovator’s DNA. If you haven’t read them, you should. What’s amazing about these books is not only how important their conclusions are but how well researched they are.” — TechCrunch

“a holy book for entrepreneurs in Silicon Valley…” — Bloomberg BusinessWeek

Named one of "The 25 Most Influential Business Management Books" by TIME Magazine (

"I came very late to that book [The Innovator’s Dilemma]. I only read it six months ago. And I haven't stopped thinking of it ever since. – Malcolm Gladwell,

“Clayton Christensen’s The Innovator’s Dilemma (1997) introduced one of the most influential modern business ideas—disruptive innovation—and proved that high academic theory need not be a disadvantage in a book aimed at the general reader.” - The Economist

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When I began my search for an answer to the puzzle of why the best firms can fail, a friend offered some sage advice. Lesen Sie die erste Seite
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Die hilfreichsten Kundenrezensionen

1 von 1 Kunden fanden die folgende Rezension hilfreich Von Paul Frandano am 8. Mai 2000
Format: Gebundene Ausgabe
In the space of a few months, I've bumped into a half-dozen corporate planners who've told me, "Drop everything you're doing and run--do not walk--to your nearest bookseller and get Clayton Christenson's The Innovator's Dilemma." Investigating further, I found that, in the industry press, Christenson's book is viewed as The New Gospel. Now having read the thing, I can see what all the fuss is about; by the final chapter, the counterintuitive idea that (under clearly specified conditions) "rigorous pursuit of your customer's interest can indeed sink your firm" seems as inevitable as the sunrise. Moreover, reading Christenson now, as Wall Street lurches through the Era of Dot.Com/Madness, it's easy to believe the book, and Chapter Nine in particular, has served a hefty percentage of recent internet start-ups as a template for mapping the market and assessing whether the technology offered is sufficiently disruptive. (Christenson's use of the term "technology" is process-related and more than just the latest widget). As a public sector drone, I was further impressed that Christenson's analytic approach is broadly, if metaphorically, applicable to a range of organizations--non-profit, non-commercial, public--trying to keep from being overrun by the forces of change. Some critics have pooh-poohed Christenson's analysis as old wine in a new bottle--"what's the big deal about successful firms having difficulty dealing with the low end of their markets?" etc.--but the lucid writing, clear plan, well-sprung analytic framework (particularly the integration of "value networks" and "technology trajectories"), and compelling marshaling of case material make this an enjoyable, often revelatory, and, yes, innovative dissection of how great firms become undone by new technologies.
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5 von 6 Kunden fanden die folgende Rezension hilfreich Von Rolf Dobelli am 6. Juli 2005
Format: Gebundene Ausgabe
Professor Clayton M. Christensen's excellent book is a classic of strategy literature. The innovator's dilemma is that doing the right things can lead to failure. Sometimes it is wrong to listen to customers, invest in the highest return opportunities and do all of the things that made a successful company succeed. Clearly written, amply documented, provocative and challenging, this book is indispensable for anyone in business. If it has a shortcoming, it is that it focuses more on the dilemma than on resolving it and it does not offer specific remedial prescriptions. However, Christensen has authored or co-authored two other books that attempt to remedy that deficiency. We heartily recommend this book, which remains the leader of the three. It has the potential to change the way managers think about business - any business.
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Christensen clearly presents the reality of how disruptive technologies affect organizations. He reviews the business perspectives of large firms vs. those of small firms, and their issues with disruptive and sustaining technologies, i.e., resources, profit margins, customers, etc. Christensen explains that what to us, from the point of 20/20 hindsight, may now seem like blatantly obvious organizational faux pas, at the time seemed like the correct path for the organization to follow. He also reviews companies that have been able to not only survive, but succeed with the emergence of disruptive technologies.
Disruptive Technologies vs. Sustaining Technologies
One of the main reasons why great firms fail is that they attempt to market and manage disruptive technologies utilizing the same methodologies that are found to be successful for the management and marketing of sustaining technologies. These firms are essentially held captive by their customers, since this methodology is based on pleasing the established customer base. Disruptive technologies often are intended for different customer bases that may not have yet been discovered. Due to this, disruptive technologies are often not seen as successful or profitable by large firms that need to keep large profit margins. They are instead seen as successful by smaller entrant organizations with smaller profit margins.
"Resource Dependence - Customers effectively control the patterns of resource allocation in well-run companies"
Management, especially middle management, is very aware of the customer base their company holds. Their customers are the ones who keep pouring money back into their organization through the purchase of products.
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Von Robert Morris am 12. Januar 2000
Format: Gebundene Ausgabe
In his Introduction, Clayton M. Christensen makes his objective crystal clear: "This book is about the failure of companies to stay atop their industries when they confront certain types of market and technological change....the good companies -- the kinds that many managers have admired for years and tried to emulate, the companies known for their abilities to innovate and execute....It is about well-managed companies that have their competitive antennae up, listen astutely to their customers....invest aggressively in new technologies, and yet they still lose market dominance." Why? For Christensen, the answer is revealed in what he calls "the innovator's dilemma": the logical, competent decisions of management which are critical to the success of their companies are also the reasons why they lose their positions of leadership.
In the current and imminent global marketplace, paradox has become paradigm.
Managers in every organization (regardless of size or nature) eventually must resolve "the innovator's dilemma." Christensen's book provides invaluable assistance to completing that immensely difficult process. It remains for each of his readers to answer questions such as these: Which customers do we want? (also, which customers do we NOT want?) Which technologies will help us to get and then keep them? For each technology, which strategies will be most effective to sustain it? Should we attack competitors with disruptive technology? How can we best defend ourselves against it? How should our resources be allocated? What about timing? Should we lead or follow? If we follow, should we prepare to lead later? Correct (ie appropriate) answers to questions such as these will help to clarify today's realities and to suggest strategies for an uncertain future.
My own suspicion is that there will always be another dilemma to resolve. Christensen suggests a rigorous process by which to do so.
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