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- Herausgeber: Business Book Summaries
- Kategorie: Ratgeber
- Sprache: Englisch
The must-read summary of Clayton Christensen and Michael Raynor's book: "The Innovator's Solution: Creating and Sustaining Successful Growth".
This complete summary of the ideas from Clayton Christensen and Michael Raynor's book "The Innovator's Solution" shows how capital markets demand that all companies should grow by commercialising innovations. The companies who are successful in doing this are rewarded spectacularly, however only one company in ten is able to deliver consistent growth. In their book, the authors explain the reason behind this and how companies end up reducing the potential of their innovations. This summary will teach you how to spot the innovations that have potential and use them to grow your business.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "The Innovator's Solution" and never miss an opportunity for innovation again!
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 32
Veröffentlichungsjahr: 2014
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Book Presentation: The Innovator’s Solution by Clayton Christensen Michael Raynor
Book Abstract
About the Author
Important Note About This Ebook
Summary of The Innovator’s Solution (Clayton Christensen Michael Raynor)
Book Presentation: The Innovator’s Solution by Clayton Christensen Michael Raynor
Book Abstract
Main IDea
Innovation
The capital markets demand that all companies should grow by commercializing new innovations. Those companies which achieve this are rewarded spectacularly, yet in practice only one company in ten is able to deliver consistent and profitable growth. Why? It’s not because they don’t have good ideas or good managers, but because most companies actually end up unwittingly watering down the disruptive potential of their most creative new business ideas.
The Innovator’s Dilemma
The innovator’s dilemma is that when industry leaders focus too closely on their most profitable customers and businesses, they can miss seeing the potential of disruptive new innovations that can create new growth markets from scratch.
The Innovator’s Solution
The solution to this dilemma is for companies to become skilled at creating and harnessing these disruptions themselves to grow new businesses that take advantage of disruptive innovations. This requires aligning every resource to support the overall disruptive initiative.
About the Author
CLAYTON CHRISTENSEN is professor of business administration at Harvard Business School. He specializes in the management of technological innovation and new technologies. Dr. Christensen has also served as chairman and president of CPS Corporation (a material sciences firm), as a White House Fellow (during the President Reagan administration) and as a member of the staff of the Boston Consulting Group. He is a graduate of Brigham Young University, Oxford University and Harvard Business School. Dr. Christensen’s earlier book, The Innovator’s Dilemma, was very well received and widely acclaimed.
MICHAEL RAYNOR is a director of Deloitte Research and a professor at the Richard Ivey School of Business. He focuses on innovation and corporate strategy. Dr. Raynor is a graduate of Harvard University, Ivey and Harvard Business School.
The web site for this book is atwww.theinnovatorssolution.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of The Innovator’s Solution (Clayton Christensen Michael Raynor)
1. The 9 Key Questions of the Innovator’s Solution
There are nine important decisions managers must make to succeed in creating growth.
The key to success lies in making each of these decisions in a way that will improve rather than reduce the probability of success. When good decisions are made in each of these areas, the manager’s actions will become a driver of success rather than an impediment.
1. How can we beat our most powerful competitors and gain the upper hand?
If a new technology or innovation is available which will generate attractive profits at the discount prices required to win business at the low end of the market, this is an extraordinarily valuable business asset. Companies can then carry their business model up-market at later stages and make exceptional profits. The best entry point, however, is always the low end of the market spectrum, not at the premium or high end.
Innovations come in two general types:
Sustaining innovations – where products are made better over time to meet the demands of high-end customers who are willing to pay more for a better product.Disruptive innovations – where products are introduced which are not as good as the available products but which offer other benefits which will appeal to new customers – simplicity, convenience, less expensive.
