Part 1 Why great companies can fail: how can great firms fail?; insights from the hard disk drive industry; value networks and the impetus to innovate; disruptive technological change in the mechanical excavator industry; what goes up can't come down. Part 2 Managing disruptive technological change: give responsibility for disruptive technologies to organizations whose customers need them; match the size of the organization to the size of the market; markets that do not exist cannot be analyzed - suppliers and customers must discover them together; technology supply, market demand, and the product life cycle. Part 3 Managing disruptive technological change - a case study of the electric vehicle: managing disruptive technological change - a case study of the electric vehicle.
Clayton M. Christensen, an associate professor of business administration at the Harvard Business School, is the coauthor of numerous articles in journals such as Research Policy, Strategic Management Journal, Industrial and Corporate Change, Business History Review, and Harvard Business Review.
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 ideasdisruptive
innovationand proved that high academic theory need not be a
disadvantage in a book aimed at the general reader.” - The
Economist
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