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The Innovator's Dilemma (Englisch) Audio-CD – Gekürzte Ausgabe, Audiobook

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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

Pressestimmen

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

“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 (TIME.com)

"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, FastCompany.com

“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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Format: Taschenbuch Verifizierter Kauf
Die Konzepte sind gut aber viel zu alte Beispiele. Entwicklung von CDs und computer... Liegt wohl daran, dass das Buch schon älter ist. Competing against luck dagegen von ihm ist grandios.
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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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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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Buch und Beispiele sind über 20 Jahre alt, aber für alle diejenigen, die mit Innovation, Disruption z.B. bei Medien, Digitalisierung, Industrie 4.0 zu tun haben, wertvolles Fundament für Strategie- und Organisationsentwicklungsentwicklung. Die Beispiele, Methoden und Branchenanalysen lassen sich ohne Probleme auf jedes andere Business-Segment heute übertragen. Und ich habe bisher kein Werk gefunden, bei dem in ähnlicher Weise fundiert und analytisch - und nicht nur an der Oberfläche kratzend - das Thema Innovation und Disruption erarbeitet wird.
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Haven't finished reading the book yet because I can't!! The ideas good but there's too much about disk-drive industry. Author explains role of disruptive technologies and how and why successful organizations ignore them very well.
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The sobering idea presented by Christensen is the very way good managers in successful firms make decisions sows the seeds of eventual failure. A paradigm example is drawn from the time condensed development of the computer disk drive industry. In every case, the leaders in one generation of disk drives (14", 8", 5.25", etc.) were displaced in the next. The author marshals compelling and extensive evidence this was not due to a technological or managerial failure, but rather to a marketing one. The fundamental distinction on which the entire argument (and book) turns is that between sustaining and disruptive technologies. This is closely related, but not reducible to, Utterback's discussion of discontinuous change and the emergence of a dominant technological design (1). A sustaining technology is a kind of technology that is either incremental or radical (discontinuous). But it maintains the same performance trajectory and provides the same basis for competition. Disruptive technologies show up as lower performance products, promising lower margins, in small, emerging markets. As sustaining technologies progress upmarket, a vacuum is created at lower price points into which competitors, employing disruptive technologies, can enter. Good managers, listening carefully to customers, in large markets, risk following these customers into oblivion, or, at least, ending up there themselves. One of this text's strong points is the wide variety of examples, extending beyond computing technology. Subsequent chapters disclose a strikingly similar pattern . Firms are blind-sided in diverse businesses, including, earth moving equipment, motor cycle manufacturing, pharmacology, discount retailing, minimills/steel.Lesen Sie weiter... ›
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