The_Innovators_Dilemma__Clayton

Recommendations

Info

ContentsIn GratitudeIntroductionPART ONE: WHY GREAT COMPANIES CAN FAIL1 How Can Great Firms Fail? Insights from the Hard Disk Drive Industry2 Value Networks and the Impetus to Innovate3 Disruptive Technological Change in the Mechanical Excavator Industry4 What Goes Up, Can’t Go DownPART TWO: MANAGING DISRUPTIVE TECHNOLOGICAL CHANGE5 Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them6 Match the Size of the Organization to the Size of the Market7 Discovering New and Emerging Markets8 How to Appraise Your Organization’s Capabilities and Disabilities9 Performance Provided, Market Demand, and the Product Life Cycle10 Managing Disruptive Technological Change: A Case Study11 The Dilemmas of Innovation: A SummaryThe Innovator’s Dilemma Book Group GuideAbout the Author4
In GratitudeAlthough this book lists only one author, in reality the ideas it molds together were contributed andrefined by many extraordinarily insightful and selfless colleagues. The work began when ProfessorsKim Clark, Joseph Bower, Jay Light, and John McArthur took the risk of admitting and financing amiddle-aged man's way into and through the Harvard Business School's doctoral program in 1989. Inaddition to these mentors, Professors Richard Rosenbloom, Howard Stevenson, Dorothy Leonard,Richard Walton, Bob Hayes, Steve Wheelwright, and Kent Bowen helped throughout my doctoralresearch to keep my thinking sharp and my standards for evidence high, and to embed what I waslearning within the streams of strong scholarship that had preceded what I was attempting to research.None of these professors needed to spend so much of their busy lives guiding me as they did, and I willbe forever grateful for what they taught me about the substance and process of scholarship.I am similarly indebted to the many executives and employees of companies in the disk drive industrywho opened their memories and records to me as I tried to understand what had driven them in theparticular courses they had taken. In particular, James Porter, editor of Disk/Trend Report, opened hisextraordinary archives of data, enabling me to measure what has happened in the disk drive industrywith a level of completeness and accuracy that could be done in few other settings. The model of theindustry’s evolution and revolution that these men and women helped me construct has formed thetheoretical backbone for this book. I hope they find it to be a useful tool for making sense of their past,and a helpful guide for some of their decisions in the future.During my tenure on the Harvard Business School faculty, other colleagues have helped refine thisbook’s ideas even more. Professors Rebecca Henderson and James Utterback of MIT, RobertBurgelman of Stanford, and David Garvin, Gary Pisano, and Marco Iansiti of the Harvard BusinessSchool have been particularly helpful. Research associates Rebecca Voorheis, Greg Rogers, Bret Baird,Jeremy Dann, Tara Donovan, and Michael Overdorf; editors Marjorie Williams, Steve Prokesch, andBarbara Feinberg; and assistants Cheryl Druckenmiller, Meredith Anderson, and Marguerite Dole, havelikewise contributed untold amounts of data, advice, insight, and work.I am grateful to my students, with whom I have discussed and refined the ideas put forward in thisbook. On most days I leave class wondering why I get paid and why my students pay tuition, given thatit is I who have learned the most from our interactions. Every year they leave our school with theirdegrees and scatter around the world, without understanding how much they have taught their teachers.I love them and hope that those who come across this book will be able to recognize in it the fruits oftheir puzzled looks, questions, comments, and criticisms.My deepest gratitude is to my family—my wife Christine and our children Matthew, Ann, Michael,Spencer, and Catherine. With unhesitating faith and support they encouraged me to pursue my lifelongdream to be a teacher, amidst all of the demands of family life. Doing this research on disruptivetechnologies has indeed been disruptive to them in terms of time and absence from home, and I amforever grateful for their love and support. Christine, in particular, is the smartest and most patientperson I have known. Most of the ideas in this book went home on some night over the past five yearsin half-baked condition and returned to Harvard the next morning having been clarified, shaped, andedited through my conversations with her. She is a great colleague, supporter, and friend. I dedicate thisbook to her and our children.5
Page 1 and 2: 1
Page 3: Copyright © 1997 by the President
Page 7 and 8: IntroductionThis book is about the
Page 9 and 10: There are two ways to resolve this
Page 11 and 12: Most new technologies foster improv
Page 13 and 14: Chapter 6 examines the emerging per
Page 15 and 16: To maintain their share prices and
Page 17 and 18: another—changes. When the perform
Page 19 and 20: published has been the number of pe
Page 21 and 22: HOW DISK DRIVES WORKDisk drives wri
Page 23 and 24: Some have attributed the high morta
Page 25 and 26: SUSTAINING TECHNOLOGICAL CHANGESIn
Page 27 and 28: The same pattern was apparent in th
Page 29 and 30: The trajectory map in Figure 1.7 sh
Page 31 and 32: with increased capacity at a lower
Page 33 and 34: commercially mature in its new appl
Page 35 and 36: entrant firms to topple the incumbe
Page 37 and 38: technology disk drives.11. This sta
Page 39 and 40: In assessing blame for the failure
Page 41 and 42: Source: Reprinted from Research Pol
Page 43 and 44: with its own value chain, 10 is ass
Page 45 and 46: Source: Data are from company annua
Page 47 and 48: Figures 2.5 and 2.6 illustrate clea
Page 49 and 50: analysts, therefore, joined their m
Page 51 and 52: engineering workstation, and mainfr
Page 53 and 54: procure the component flash chips;
Page 55 and 56:
Figure 2.8 Comparison of Disk Drive
Page 57 and 58:
in commercializing such technologie
Page 59 and 60:
products can be interactively devel
Page 61 and 62:
Source: Osgood General photo in Her
Page 63 and 64:
mechanical excavators by their reac
Page 65 and 66:
Source: Brochure from Sherman Produ
Page 67 and 68:
Bucyrus Erie was the only maker of
Page 69 and 70:
equipment on which had longer reach
Page 71 and 72:
11. Makers of early hybrid ocean tr
Page 73 and 74:
Source: Data are from various issue
Page 75 and 76:
Source: Data are from various issue
Page 77 and 78:
Compare that conversation to the ma
Page 79 and 80:
employees, there was nothing about
Page 81 and 82:
more than 93,000 in 1980 to fewer t
Page 83 and 84:
Another analyst made similar observ
Page 85 and 86:
1970).3. The use of the term system
Page 87 and 88:
Part Two of this book is built upon
Page 89 and 90:
CHAPTER FIVEGive Responsibility for
Page 91 and 92:
career trajectories within the comp
Page 93 and 94:
its major customers and replace the
Page 95 and 96:
DEC didn’t stumble for lack of tr
Page 97 and 98:
Figure 5.2 Gains in Discount Retail
Page 99 and 100:
Woolworth’s organizational strate
Page 101 and 102:
(2), 1991, 239-262, as essentially
Page 103 and 104:
fifteen year expense of developing
Page 105 and 106:
Source: Clayton M. Christensen, “
Page 107 and 108:
was a start-up or a diversified fir
Page 109 and 110:
A decade after the release of the A
Page 111 and 112:
offering. By 1991, however, even th
Page 113 and 114:
General Electric and Westinghouse h
Page 115 and 116:
the competition were able to prospe
Page 117 and 118:
CHAPTER SEVENDiscovering New andEme
Page 119 and 120:
new architectures for which Disk/Tr
Page 121 and 122:
to 2.5- and 1.8-inch drives. Only i
Page 123 and 124:
advertising campaign. These serendi
Page 125 and 126:
disruptive technologies are unpredi
Page 127 and 128:
before making commitments that were
Page 129 and 130:
CHAPTER EIGHTHow to Appraise YourOr
Page 131 and 132:
meant not to change—or if they mu
Page 133 and 134:
the companies that had led in the o
Page 135 and 136:
reside in processes and values and
Page 137 and 138:
for its historical success, a bette
Page 139 and 140:
company would experimentally and in
Page 141 and 142:
integrate components more effective
Page 143 and 144:
research is being built.5. See Wick
Page 145 and 146:
drives. By 1989, the measure was 1.
Page 147 and 148:
dimension satisfied market needs, t
Page 149 and 150:
Consider, for example, the product
Page 151 and 152:
When performance oversupply has occ
Page 153 and 154:
Meanwhile, Novo, a much smaller Dan
Page 155 and 156:
propositions centered on convenienc
Page 157 and 158:
supply. Understanding these traject
Page 159 and 160:
CHAPTER TENManaging DisruptiveTechn
Page 161 and 162:
Figure 10.1 The Electric CarSource:
Page 163 and 164:
nothing first-time bet, as Apple di
Page 165 and 166:
models, such as Camry, Previa, and
Page 167 and 168:
sets built with vacuum tubes) to vo
Page 169 and 170:
We need a strong motivation to acce
Page 171 and 172:
16. This list of smaller, simpler,
Page 173 and 174:
Third, just as there is a resource
Page 175 and 176:
The Innovator’s DilemmaBook Group
Page 177 and 178:
lead to success with sustaining tec
Page 179:
recognizing that different technolo
show all

The_Innovators_Dilemma__Clayton

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?