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am 25. August 2013
Ich habe dieses Buch gekauft, weil es von anderen Autoren immer wieder erwähnt wird. Da will man dann doch mitreden können!

Der Autor illustriert an vielen überzeugenden Beispielen wie neue Technologien (er nennt sie "disruptive") etablierte Firmen zu Fall bringen können, wenn sie "zur rechten Zeit" kommen und auf Kundeninteresse (von neuen Kunden, die es so bisher nicht gab) stossen. Leider hat auch Christensen kein Geheimrezept, wie man die disruptiven Technologien erkennt, bevor sie etabliert sind. Im Rückblick ist das alles immer einfach ;-)

Ich würde dieses Buch jedem Entrepreneur empfehlen!
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am 22. Juni 2014
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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am 15. Juli 2013
Hervorragende Betrachtung eines sehr wichtigen Themas. Sollte Pflichtlektüre für Management, Entwicklungs- und Marketingabteilungen sein. Gute Fallbeispiele, anschaulich aufbereitet, sehr prägnant.
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am 15. September 2014
A wonderful book that not only sets a real world a useful definition of disruption, but also provides an accurate theory to explain it. A new way to approach strategic planning.
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am 21. April 2017
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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am 12. Januar 2000
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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am 12. August 1998
We have all seen large, powerful, and successful corporations upstaged and driven out of business by startups using new ideas to grow exponentially and dominate the new business landscape. In his book "The Innovator's Dilemma," Clayton M. Christensen provides a unique and novel theory that explains why entrenched corporations often fail to capitalize on such new ideas, and fall prey to firms with fewer initial resources. With enough data and case histories to make even the skeptic sit up and take notice, Christensen sculpts an argument that demands our attention at once. Step by step he shows that such extinctions come about not necessarily because of arrogance and dogmatism (though these play their parts) but because of the architectural and organizational structures that make good companies good. Like Einstein's theory of relativity, with its concepts of relative time and space, some of Christensen's conclusions seem unintuitive. Others even seem contrary to phy! sical reality. Sometimes it really is wrong to listen to your customers. Sometimes it is better to build a product with low margin and a limited market rather than build a product with high margin and large, virtually guaranteed market.
Christensen builds his thesis upon the notion that technology comes in two broad flavors: sustaining and disruptive. Established product lines use sustaining technology to make incremental improvements. In the language of biology, sustaining technology facilitates gradual Darwinian evolution where incremental improvements coupled with survival of the fittest lead to gradual product improvement. For example, tire manufacturers use sustaining technology to enhance the tread, sidewall, and belt design of automotive tires. Sustaining technology is not trivial, and often involves tremendous expenditures of capital. It is, however, what established companies do best, and these companies have developed very effective organizational and manag! erial structures for dealing with it.
Disruptive technol! ogy, on the other hand, approaches product evolution outside the sustaining envelope. Disruptive technologies typically offer a cheaper solution to a small, often unidentified subgroup. Once established within this small market the disruptive technology evolves through sustaining technology until it eventually satisfies the performance criteria of more traditional markets. When this happens, the disruptive technology bursts onto the scene, attacking the soft underbelly of the established corporations, often with fatalistic consequences. In the parlance of evolutionary biology, disruptive technology is like punctuated evolution; fast with significant changes in the gene pool.
Christensen may be excused for lacking the breadth to discuss similarities between such diverse fields as biology and business management. Still, the book would have benefited immeasurably by a co-author in the field who might have offered greater insight into universal principles governing the evol! ution of complex systems. Repeatedly I found myself going to books by authors such as Richard Dawkins and Stephen Jay Gould to refine my mental image of the multidimensional landscape in which biological organisms and industrial businesses compete for the resources of survival.
The book is well written and persuasive in its arguments. It questions many established ideas and shows that often these ideas fail to apply to disruptive technologies. Often the best corporations are especially susceptible. Defense against disruptive technologies does not come from being smarter and working closer with customers. Paradoxically, working closely with customers and following established rules for corporate investment often make a company more susceptible to harm from disruptive technologies. Companies naturally evolve toward higher-end products with greater margins. Consequently, they find it difficult to enter markets with disruptive technologies that often begin with low margi! ns, are technologically simple, and do not have a clearly d! efined customer base. Such markets are ideal for start-up firms. The author suggests, with several case histories, that one of the best ways for established firms to deal with disruptive technologies is to spin off autonomous organizations that exist within the economic constraints of disruptive technologies.
The author does an excellent job of using examples, drawing most from the disk-drive industry. He also includes examples from the computer, motorcycle, steel, automotive, and earth-moving industries as well. In each case he explains how disruptive technologies emerged and often destroyed well-run companies that were following all the established rules. This drives home the fact that disruptive technologies pose such a great risk precisely because they can destroy industries not only in spite, but because they follow established business practices.
After describing disruptive technologies, with historical cases to illustrate points, the author ends with a case st! udy involving electric vehicles. I found this chapter to be among the weakest, and something of a distraction from the more substantial earlier material. Ironically, in the process of trying to frame electric vehicles as disruptive technology, the author seems to have missed one of the best examples of a disruptive technology, and one that nearly destroyed America's foremost industries: small cars.
Overall, Christensen's work is on a high academic level, though some of the technical material is inconsistent. For example, the ordinates in figures 1.4, 1.5, and 6.1 disagree with each other. The text on page 128 also disagrees with figure 6.1, while the text on page 150 disagrees with figure 7.1. These may be simple examples of typographical errors, but they lessen confidence in the book's technical accuracy. On the positive side, the book has excellent organization and lots of pertinent examples, as well as extensive notes and documentation. The index is also very co! mplete and thorough.
Though Christensen's ideas are new! and radical they are so lucid, logical, and clear that anyone involved in American business cannot afford to ignore them.
Duwayne Anderson
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am 3. September 1999
I am a Marketing Manager at a hard drive company -- my second hard drive company. This book explains EXACTLY why paradigm shifts occur in our business.
The author focuses on the hard drive industry because our products have six-month market life cycles where being one week or $1 behind the competition can be the difference between selling 10-million units or selling next to zero.
Hard drives are the most complicated technology inside a computer. Hard drive companies are run by PHD's and Stanford MBA's. But, in the last year our industry has lost hundreds of millions of dollars. We are on the verge of our next paradigm shift and several companies will be forced out of business in the next few years.
Read this book and understand how our crazy business works. Then apply the lessons in your humdrum everyday industry.
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am 26. April 2000
Much of the focus on this book and its popularlity has been on innabilities of companies to adapt to major tech shifts and the great data to support this (though I wish there was a more accessible example outside of the disk drive industry that was as well researched). I would contend that there is a profound gem hidden early in the book regarding the concept of 'value networks'. (I'm sure some org behavior folks have thought about this but few people in the strategy -- esp. mgmt or change consulting -- have taken this to heart.) Organizations are a network of structural relationships between stakeholders (employees, suppliers, investors, customers, et al) that is highly inflexible (this is what creates the consistency necessary large orgs and their quality expectations, requirements). When organzations try to do something new, this network of relationships often keeps change in check. Forget the tech angle, this is about companies, momentum and inflexibility and how most companies can't change or dramatically evolve without leadership that recognizes that the entire network must be primed to accepted radical transformation and its requisite ambiguity (e.g., GE and Gerstner or Maytag and Lloyd Ward). Totally worth trudging through the numbers.
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am 22. Dezember 1999
There are plenty of other reviews here that hit the mark. What I can add to what's been said so far is this: the product lifecycle of the disk drive industry as well as the attrition rate of high tech companies is so fast, that Christensen has excellent data to formulate and defend his position. He also takes the brave step of venturing into the social science aspect of managing innovation in a high tech environment - that is, he addresses the hurdles faced by innovators when they lock horns with their managers.
This is a fast read. You will not waste your time on it. Many articles in Fortune Magazine now reference Christensen's work when they cover bricks-and-mortar going to e-commerce. You can easily skip the technology details and the product timeline charts and still fully understand Christensen's argument. And even if you hate it or disagree, you have not spent that much time or money on it.
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