Free The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) ebook book – Clayton M Christensen

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  • The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)
  • Clayton M Christensen
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  • 10 May 2018
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Clayton M Christensen ↠ 6 FREE READ

Clayton M Christensen ↠ 6 FREE READ FREE DOWNLOAD ê PDF, eBook or Kindle ePUB ↠ Clayton M Christensen FREE DOWNLOAD The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) Ic bestseller―one of the most influential business books of all time―innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right―yet still lose market leadershipChristensen explains why most companies miss out on new waves of innovation No matter the industry he says a successful company with established products will get pushed aside unless managers know how and when. The subject of this classic is disruptive technologyWith the help of many examples from industry disk drives being his main workhorse the author explains what technologies are likely to disrupt who is likely to be disrupted why they are likely to be disrupted and what the choices are that the established players have when presented with disruptionThe most important point is that disruption generally comes from the practice of repackaging and marketing already existing straightforward technology at a lower price point to a new customer base that is not economically viable for the established playersFor example uickBooks was marketed to mom and pop stores who could not afford to pay an accountant and it was the el cheapo version of uicken It is of no use to a proper corporation JC Bamford got started with hydraulic backhoes that were good enough for small contractors looking to dig a small ditch but wholly inadeuate for the purposes of a miner 525 inch disk drives were marketed to the nascent market for personal computers and were of no use to minicomputer manufacturersDisruptive technology is cheaper per unit but its price performance ratio is much worse than that of the established technology It s not good enough for the clients of the established players Ergo it must be sold on its lower price alone meaning that its purveyors must seek new markets Flash memory for example was first used in cameras pacemakers etc Not in computersThere is a large number of reasons that established players will frown upon the new technology1 Good companies listen to their clients Their clients will tell them they don t want it They will demand performance and they will pay for performance2 Profitability will be lower in the lower margin disruptive technology Profit margins will typically mirror cost structures and will thus be higher for the higher end product Established players will in the short term make money if they allocate their resources toward not falling behind their immediate competition for the higher end product ie sustaining their competitive edge in the higher margin higher tech market3 The processes used by the established players to sell and support the established technology may not be the right ones for the new techThe main thing to realize is that the technology does not live by itself It is embedded in a value network A car serves a commuter a digger serves a mine a disk drive is screwed down somewhere in a computer etcThe seeds of disruption lie in the fact that the technology itself and its value network may not necessarily be progressing at the same speedIf the technology is improving much faster than the trajectory of improvement of the value network for example if the desktop PC users demand extra disk storage slower than the industry is capable of delivering extra disk storage then1 The point comes when the value network of the established technology does not need the incremental improvements on which the established players are competing with one another to deliver2 More importantly a point comes when the performance of the disruptive technology becomes good enough to be embedded in the value network of the established technology So 35 inch disks developed for laptops can do good enough a job for a desktop for example without taking up the space reuired for a 525 inch diskIt gets worse sure disruptive technology is deficient in terms of features performance but the price sensitive customers who do not care so much about performance often care a lot about reliability A small contractor who buys a single backhoe digger cannot afford a maintenance team Similarly the unsophisticated customers of the disruptive technology may care a lot about ease of use Mom and pop using uickbooks have no idea what double entry book keeping is What this means is that when the performance of the disruptive technology has become good enough for it to be embedded into the value network of the established technology it often brings with it an advantage in reliability and ease of useSo at that point the disruptive technology is cheaper reliable and easier to use than the established technology all while delivering adeuate performanceAnd that s how purveyors of the established technology who have been at war with one another to deliver on the ever increasing performance their customers have been demanding find themselves at a disadvantage versus the disruptors when it comes to reliability and ease of use right about when their customers tell them they won t pay for extra performance or features any The disadvantage of the lower tech disruptor has created an advantage and it s game set and matchWhat s an established player to do If I m running a super successful company and I spot a new technology what am I to doOne thing I should not do is listen to my underlings The dealers who sell my cars will not want a customer who just walked into the dealership to buy a V8 to drive out in a small electric car The salespeople will keep asking me for the most expensive product because they will be paid a commission on their margin and will keep pushing me north east on the price performance chart Resistance to disruptive technology often comes from the rank and fileI also should not listen to my shareholders Small markets and all disruptive technology starts small do not solve the growth problems of large companiesFirst and foremost I must understand that the challenge I face is a MARKETING challenge The tech I ve got covered The resources tooIf my company s processes and my company s values defined as the standards by which employees make choices involving prioritization are aligned with the marketing challenge I m in luck chances are that for my company this new technology will eventually become a sustaining technologyI can get my wallet out and buy EARLY a couple of the new entrants Early enough that my money is not buying process or values or culture but merely assetsresources and ideally walking and talking resources the founders who will adopt the processes and values of my organizationAlternatively I can carve out some great people from my organization and1 Give them responsibility for the new technology and assign to them the task of identifying the customers for this new technology2 Match the size of this new subdivision to the current size of the market3 Allow them to discover the size of the opportunity rather than burden them with having to forecast it the ultimate uses or applications for disruptive technologies are unknowable in advance 4 Let them fail small as many times as necessaryThat s what IBM did when they ran their PC business out of Florida and what HP did when they realized ink jets would one day compete with laser printersIf on the other hand my company s processes or my company s values are not aligned with the marketing challenge then I need to buy a leader in the new technology and have a finger in every pie And I need to protect my acuired company from my organization This is obviously a bigger challenge and one my shareholders may not embrace as their dollars are as good as mine but the author stays away from this discussion As the succession in technologies plays out I will then eliminate large parts of my current organization The author cites an occasion on which this is exactly how things played outAnd there you have it I think that s the author s answer to The Innovator s Dilemma Obviously that s a very uick sketch You ll have to buy the book to see the complete story and to be convinced I suppose Be warned that in the interest of keeping the various chapters self consistent you may find some repetition but overall this is a very uick readI m aware of people who really dislike Clayton Christensen I ve even come across a Twitter account that s dedicated to trashing him But I for one was convinced that he s describing a valid concept with many applicationsAlso as a guy who established a disruptive business within an established player I totally experienced both the dismay of my superiors when they realized that small markets don t solve the problems of large organizations and the discomfort of trying to shoehorn my project into the rather baroue established processesSo I have lived through many of the steps the book describes and I reckon they are described very accurately The research shows Drug Interaction Facts 2014: The Authority on Drug Interactions unless managers know how and when. The subject of this classic is disruptive technologyWith the help of many examples from industry disk drives being his main workhorse the author explains what technologies are likely to disrupt who is likely to be disrupted why they are likely to be disrupted and what the choices are that the established players have when presented with disruptionThe most important point is that disruption generally comes from the practice of repackaging and marketing already existing straightforward technology at a lower price point to a new customer base that is not economically viable for the established playersFor example Pediatric Primary Care: Well-Child Care (Revised) (Core Handbook Pediatrics) uickBooks was marketed to mom and pop stores who could not afford to pay an accountant and it was the el cheapo version of Psychopharmacology Demystified uicken It is of no Lehne's Pharmacology for Nursing Care use to a proper corporation JC Bamford got started with hydraulic backhoes that were good enough for small contractors looking to dig a small ditch but wholly inadeuate for the purposes of a miner 525 inch disk drives were marketed to the nascent market for personal computers and were of no Manuel du preparateur en pharmacie à lusage des élèves préparateurs préparateurs étudiants en pharmacie et maitres de stage use to minicomputer manufacturersDisruptive technology is cheaper per Pharmacological Calculations for Nurses: A Worktext 3E unit but its price performance ratio is much worse than that of the established technology It s not good enough for the clients of the established players Ergo it must be sold on its lower price alone meaning that its purveyors must seek new markets Flash memory for example was first Aide-Memoire De Pharmacie Galenique used in cameras pacemakers etc Not in computersThere is a large number of reasons that established players will frown 300 exercices et corrigés de chimie : à lusage des élèves préparateurs en pharmacie (Porphyre) upon the new technology1 Good companies listen to their clients Their clients will tell them they don t want it They will demand performance and they will pay for performance2 Profitability will be lower in the lower margin disruptive technology Profit margins will typically mirror cost structures and will thus be higher for the higher end product Established players will in the short term make money if they allocate their resources toward not falling behind their immediate competition for the higher end product ie sustaining their competitive edge in the higher margin higher tech market3 The processes Pharmacologie : Cahiers du Préparateur used by the established players to sell and support the established technology may not be the right ones for the new techThe main thing to realize is that the technology does not live by itself It is embedded in a value network A car serves a commuter a digger serves a mine a disk drive is screwed down somewhere in a computer etcThe seeds of disruption lie in the fact that the technology itself and its value network may not necessarily be progressing at the same speedIf the technology is improving much faster than the trajectory of improvement of the value network for example if the desktop PC Guide pratique du préparateur en pharmacie : Par D.-Charles Bordier,... 3e édition, revue et augmentée users demand extra disk storage slower than the industry is capable of delivering extra disk storage then1 The point comes when the value network of the established technology does not need the incremental improvements on which the established players are competing with one another to deliver2 More importantly a point comes when the performance of the disruptive technology becomes good enough to be embedded in the value network of the established technology So 35 inch disks developed for laptops can do good enough a job for a desktop for example without taking Einführung in die pharmazeutische instrumentelle Analytik (German Edition) up the space reuired for a 525 inch diskIt gets worse sure disruptive technology is deficient in terms of features performance but the price sensitive customers who do not care so much about performance often care a lot about reliability A small contractor who buys a single backhoe digger cannot afford a maintenance team Similarly the 300 exercices et corrigés de chimie : à lusage des élèves préparateurs en pharmacie (Porphyre) unsophisticated customers of the disruptive technology may care a lot about ease of Chimie generale et organique, a lusage des candidats au brevet professionnel de preparateur en pharmacie use Mom and pop La préparation : mode demploi (officine, sous-traitance et BP) using Medication Errors: The Nursing Experience (Real Nursing) uickbooks have no idea what double entry book keeping is What this means is that when the performance of the disruptive technology has become good enough for it to be embedded into the value network of the established technology it often brings with it an advantage in reliability and ease of Travaux Pratiques: Préparations galénique. Préparations magistrales useSo at that point the disruptive technology is cheaper reliable and easier to Medicines management for nursing practice: Pharmacology, Patient Safety, And Procedures use than the established technology all while delivering adeuate performanceAnd that s how purveyors of the established technology who have been at war with one another to deliver on the ever increasing performance their customers have been demanding find themselves at a disadvantage versus the disruptors when it comes to reliability and ease of Infusion Nursing: An Evidence-Based Approach (Alexander, Infusion Nursing) uses or applications for disruptive technologies are Mosby's 2012 Nursing Drug Reference, 25th Edition uick sketch You ll have to buy the book to see the complete story and to be convinced I suppose Be warned that in the interest of keeping the various chapters self consistent you may find some repetition but overall this is a very

FREE DOWNLOAD The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)

Clayton M Christensen ↠ 6 FREE READ FREE DOWNLOAD ê PDF, eBook or Kindle ePUB ↠ Clayton M Christensen FREE DOWNLOAD The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) To abandon traditional business practicesOffering both successes and failures from leading companies as a guide The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovationSharp cogent and provocative―and consistently noted as one of the most valuable business ideas of all time― The Innovator’s Dilemma is the book no manager leader or entrepreneur should be without. Read this decades ago and it was profound astonishing one of those books that makes a point that stays with you forever And I m watching it happening today and this time thanks to this book I understand that it s not unreasonable for the titans to completely miss the big picture how ironic Awesome must read Nursing Pharmacology (Quick Study Academic) understand that it s not Medicines Management in Children's Nursing (Transforming Nursing Practice Series) unreasonable for the titans to completely miss the big picture how ironic Awesome must read

FREE DOWNLOAD ê PDF, eBook or Kindle ePUB ↠ Clayton M Christensen

Clayton M Christensen ↠ 6 FREE READ FREE DOWNLOAD ê PDF, eBook or Kindle ePUB ↠ Clayton M Christensen FREE DOWNLOAD The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) Named one of 100 Leadership Success Books to Read in a Lifetime byEditorsAn innovation classic From Steve Jobs to Jeff Bezos Clay Christensen’s work continues to underpin today’s most innovative leaders and organizationsThe bestselling classic on disruptive innovation by renowned author Clayton M ChristensenHis work is cited by the world’s best known thought leaders from Steve Jobs to Malcolm Gladwell In this class. Real case studies of industries that have triumphed and failed explained and delivered in an easy reading format I would recommend this book to anyone starting a business Guía práctica para la administración parenteral de fármacos. Guía rápida para el estudiante de enfermería en prácticas (Zabalduz) (Spanish Edition) underpin today’s most innovative leaders and organizationsThe bestselling classic on disruptive innovation by renowned author Clayton M ChristensenHis work is cited by the world’s best known thought leaders from Steve Jobs to Malcolm Gladwell In this class. Real case studies of industries that have triumphed and failed explained and delivered in an easy reading format I would recommend this book to anyone starting a business