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Lädt ... The Innovater's Solution. Creating and Sustaining Successful Growth.von Clayton M. Christensen, Michael E. Raynor
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Melde dich bei LibraryThing an um herauszufinden, ob du dieses Buch mögen würdest. Keine aktuelle Diskussion zu diesem Buch. Not your typical shallow marketing book filled with mumbo-jumbo which could be condensed into a few pages. This no-bullshit book dives deep into the case studies and research to provide great insights thinking about the strategy and execution of it. Few days after finishing it I still find myself thinking about some of the concepts introduced here (e.g. competing with nonconsumption). I rate it 4 stars because it is not an easy read and listening to the audio version definitely didn't help with that. Will take some time in the future to actually read it. Here are the main takeaways: 1. Never target an incumbent with a sustaining solution In almost all cases, an incumbent will win if they are threatened by a sustaining technology. They will simply do more of what they’re good at, serving their customers with product improvements. The solution is to enter the market from below. Create a product that is not as good as the incumbents', but is cheaper, easier or more convenient. It’s important to begin with targeting a lower profit margin. Incumbents would rather let a low margin business go and concentrate on high margin growth (flee, not fight). 2. Customers ‘hire’ products to get specific ‘jobs’ done "Companies that target their products at the circumstances in which customers find themselves, rather than at the customers themselves, are those that can launch predictably successful products." 3. Core competence is a dangerously inward-looking notion "Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you’re good at. And staying competitive as the basis for competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory." 4. Proprietary architectures lead to overshooting what the market needs An industry is always in a state of flux and never completely one or the other. The trick for senior managers is to build up the instinct for where the market is moving and to move towards it. "Managers of industry-leading businesses need to watch vigilantly in the right places to spot these trends as they begin because the processes of commoditization and de-commoditization both begin at the periphery, not the core." 5. Use the emergent strategy to develop disruptive innovations There are two fundamentally different processes for strategy formation: deliberate and emergent. Deliberate is common. It is analytical, rigorous, and formulated after a deep review of factors like market segment sizing, customer needs, competition, projected returns and so on. Emergent strategy is the cumulative effect of all the day-to-day decisions made to invest and prioritize resources. These decisions are made from middle management and at the individual employee level. You can tell what a company’s strategy is by looking at what comes out of the resource allocation process and not what goes into it. This scenario should dominate when the future is hard to forecast and it is not yet clear which direction the business should take. 6. Appoint people for their ability to learn, not their track record “It is not as important that managers have succeeded with the problems 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 … Failure and bouncing back from failure can be critical courses in the school of experience.” 7. Be patient for growth and impatient for profit Launch new-growth businesses regularly, when the core business is in healthy shape. When financial results signal the need to do it, it is probably too late. As an organization grows, continue to divide up business units so that each unit can launch new ventures and be patient for growth, as they are small enough to benefit from small opportunities (disruptive innovations will start out small). Minimize the use of profit from the core business to subsidize losses in the new-growth ventures. Be impatient for profit and patient for growth. If a venture is profitable, it remains likely to continue even when the core business is struggling. 8. Launching disruptive businesses can be a repeatable process 1. The best time to invest in growth is when the company is growing. 2. Appoint senior executive to shepherd ideas and resource allocation. 3. Create a team and a process for shaping ideas. 4. Train the troops. Sales, marketing, and engineering, in particular, must be trained to spot disruptive ideas because these individuals are most likely to encounter them and see the opportunities. keine Rezensionen | Rezension hinzufügen
An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. A seminal work on disruption--for everyone confronting the growth paradox. For readers of the bestselling The Innovator's Dilemma--and beyond--this definitive work will help anyone trying to transform their business right now. In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today's hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas--and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator's Solution is a necessary addition to any innovation library--and an essential read for entrepreneurs and business builders worldwide. Keine Bibliotheksbeschreibungen gefunden. |
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Google Books — Lädt ... GenresMelvil Decimal System (DDC)658.4063Technology Management and auxiliary services Management Executive Managing Change InnovationKlassifikation der Library of Congress [LCC] (USA)BewertungDurchschnitt:
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• The difference between sustaining innovation and disruptive innovation, and how new entrants can use the disruptive innovation to displace existing market leaders.
• The answers to 9 strategic questions behind sustainable, profitable growth. These include: how to beat your top competitors, what products customers will buy, who are the best customers for your product, which activities to do inhouse vs outsource, how to avoid being commoditized, which organizational structure to adopt for the new venture, how to develop the best strategies, how to fund the innovation, and what the CEO's ideal role should be.
Book summary at: https://readingraphics.com/book-summary-the-innovators-solution/ ( )