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Summary
Summary
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.
Author Notes
Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at Harvard Business School. He is the author of eight critically acclaimed books, including the bestsellers How Will You Measure Your Life? , The Innovator's Dilemma , and Disrupting Class . Christensen is the cofounder of Innosight, a management consultancy; Rose Park Advisors, an investment firm; and the Innosight Institute, a nonprofit think tank.
Michael E. Raynor is a director with Deloitte Services LP. He works with senior executives in the world's leading corporations across a wide range of industries. He is the author of three critically acclaimed books: The Innovator's Solution , coauthored with Clayton M. Christensen, The Strategy Paradox , and The Innovator's Manifesto . Raynor publishes regularly in leading magazines and scholarly journals.
Reviews 2
Publisher's Weekly Review
Christensen (The Innovator's Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen's earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being "disruptors" who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and Raynor, a director at Deloitte Research) examine the nine business decisions integral to growth, including product development, organizational structure, financing and key customer base. They cite such companies as IBM, AT&T, Sony, Microsoft and others to illustrate their points. Generally, the writing is clear and specific. For example, in discussing whether a company has the resources necessary for growth, the authors say, "In order to be confident that managers have developed the skills required to succeed at a new assignment, one should examine the sorts of problems they have wrestled with in the past. It is not as important that managers have succeeded with the problem 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"; they then provide a real-life example of a software company. Similar important strategies give readers insights that they can use in their own workplaces. People looking for quick fixes may find the charts, diagrams and extensive footnotes daunting, but readers familiar with more technical business management tomes will find this one both stimulating and beneficial. (Oct.) Forecast: Given the track record of Christensen's previous book along with extensive publicity and advertising, this one is likely to be a strong seller immediately. (c) Copyright PWxyz, LLC. All rights reserved
Choice Review
Many new products fail, not because their managers are lazy or risk averse, but because they confuse product markets with customer needs. Customers "hire" products to do certain jobs; these jobs can be met by products in multiple market segments. Christensen (Harvard Business School) and Raynor (director, Deloitte Services LP) report that successful new products categorize competitors differently, identifying weaknesses in meeting customers' needs. Similar to the classic Blue Ocean Strategy, by W. Chan Kim and Renee Mauborgne (2005), this book (a follow up to the authors' 2003 work of the same title) argues that firms seeking growth should "compete against non-consumption." This approach differs from that presented in Return on Strategy by Michael Moesgaard Andersen, Morten Froholdt, and Flemming Poulfelt (CH, Aug'10, 47-6953) by stressing innovations over market segments. The book builds on Christensen's prior work on disruptive technology, The Innovator's Dilemma (2000). Although some vignettes are dated, many still seem fresh, such as segmenting milkshakes by customer problems (i.e., milkshakes compete with breakfast foods and win because they lessen the boredom of long morning commutes). A great read for those unfamiliar with the 2003 book, but less so for those who have the earlier work. Summing Up: Highly recommended. Upper-division undergraduate and graduate students, researchers, professionals. J. J. Janney University of Dayton
Table of Contents
| In Gratitude | p. vii |
| 1 The Growth Imperative | p. 1 |
| 2 How Can We Beat Our Most Powerful Competitors? | p. 31 |
| 3 What Products Will Customers Want to Buy? | p. 73 |
| 4 Who Are the Best Customers for Our Products? | p. 101 |
| 5 Getting the Scope of the Business Right | p. 125 |
| 6 How to Avoid Commoditization | p. 149 |
| 7 Is Your Organization Capable of Disruptive Growth? | p. 177 |
| 8 Managing the Strategy Development Process | p. 213 |
| 9 There Is Good Money and There Is Bad Money | p. 235 |
| 10 The Role of Senior Executives in Leading New Growth | p. 267 |
| Epilogue: Passing the Baton | p. 285 |
| Index | p. 293 |
| About the Authors | p. 303 |
