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The Innovator's Dilemma

When New Technologies Cause Great Firms to Fail

By

Publisher: Harvard Business School Press

4.3
(112)

Language:English | Number of Pages: 225 | Format: Hardcover | In other languages: (other languages) Chi traditional , Chi simplified

Isbn-10: 0875845851 | Isbn-13: 9780875845852 | Publish date:  | Edition 1

Also available as: Paperback , Audio CD , Audio Cassette , Unbound , eBook , Others

Category: Business & Economics , Computer & Technology , Non-fiction

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Book Description
In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership, or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate. Focusing on "disruptive technology" of the Honda Supercub, Intel's 8088 processor, and the hydraulic excavator, Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, The Innovator's Dilemma presents a set of rules for capitalizing on the phenomenon of disruptive innovation.
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  • 4

    本書討論了優秀企業的失敗原因 - 那些正確的處理每件事,擁有卓越管理、與客戶保持密切關係,而且不斷提高產品品質,但卻遭到衰敗的企業。

    經典歷久不衰,完整書摘請看 http://www.melodyliao.com/2014/04/blog-post_1648.html

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  • 3

    本書研究了很多大企業由盛至衰的原因, 停止創新是一大垢病.

    影響一間公司發展的三大因素: 資源, 流程, 價值觀...是人在公司成立之初建立的, 公司上軌道之後, 它反過來影響人的行為, 往往變成創新者的拌腳石. 如何突破它的規範, 找出創新的機會, 發展並堅持實行, 成為了管理人今日的一大挑戰.

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  • 5

    value network, lean ux, lean startup


    organization capabilities: resources, processes, values


    buying hierarchy: functionality, reliability, convenience, price


    usability and simplicity in "convenience"


    Three tips in disruptive technology:
    1. away from mainstream market
    2 ...continue

    value network, lean ux, lean startup

    organization capabilities: resources, processes, values

    buying hierarchy: functionality, reliability, convenience, price

    usability and simplicity in "convenience"

    Three tips in disruptive technology: 1. away from mainstream market 2. no one knows the initial market 3. operate for learning

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  • 5

    «Instant classic» direbbero gli anglofoni. Libro che non può non esser letto, dico io. Christensen parla del dilemma a cui si trovano di fronte i manager (e quindi le aziende): non importa quanto bravo tu sia, il solo fatto di agire per il bene dell'azienda porterà questa alla rovina. Non c'è sol ...continue

    «Instant classic» direbbero gli anglofoni. Libro che non può non esser letto, dico io. Christensen parla del dilemma a cui si trovano di fronte i manager (e quindi le aziende): non importa quanto bravo tu sia, il solo fatto di agire per il bene dell'azienda porterà questa alla rovina. Non c'è soluzione, o perlomeno: c'è da trovare una soluzione, che si chiama imparare a capire cosa sono le innovazioni «disruptive» e come favorirle all'interno della propria azienda, senza però snaturarla.

    Libro che devono leggere: tutti gli appassionati di tecnologia, tutti i manager, e chiunque voglia capire perché tantissime aziende — nonostante siano guidate e ci lavorino persone intelligenti e capaci — falliscono e sembrano comportarsi in modo stupido. Chiunque dovrebbe leggerlo, insomma.

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  • *** This comment contains spoilers! ***

    5

    本書作者提出了突破性科技、延續性科技兩大主軸,用以解釋科技創新時,既有領導企業與新進企業間的兩難,而以這樣的架構所得出的結論及研究過程完整記錄在此書內,同時也將現在流行的一些觀念做出了較完整的解釋(如恐龍企業)---領導企業並非沒有能力,只是資源依賴理論影響其決策方向。 相當嚴謹的架構解釋為何某些領導企業遇見突破性科技時,遇到了無法做出正確決策的兩難,並提出方法以解決兩難的情況。 我想此書應當能與《龍捲風暴》、《跨越鴻溝》等經典科技管理創新的書籍共同閱讀,以便獲得更加完整的科管知識。

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  • 3

    E' l'esaltazione della cura del cliente. Spiega bene come grandi e potenti multinazionali, sono state superate da piccole ma ben strutturate aziende. Bellissimo il sommario finale, con le domande "guida"!

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  • 5

    這是一本討論許多曾經叱吒一時的企業,在遭遇到新市場或新科技的衝擊時,如何失去其在業界領導地位的書,這些企業之所以成功,必定曾有堅強的領導團隊與值得後進學習之處,但為何它們失去了光芒而隕歿?原因絕對不只有一個,但其中最重要的關鍵就在於他們是否掌握到了創新的時機,而本書就以此為中心而進行探討。


    諾基亞在全球手機市場中,一向居於領導地位,但唯獨於台灣是吃鱉而居於摩托羅拉之下,原因就在於他們忽視台灣市場偏好折疊式手機的這項創新,這正是作者書中提到的延續性科技,而另一種具有關鍵影響力的則為突破性科技。所謂的突破性科技,正是發展一套不同於現有規模,且迅速提昇現有效能的科技,誠如書中提到 ...continue

    這是一本討論許多曾經叱吒一時的企業,在遭遇到新市場或新科技的衝擊時,如何失去其在業界領導地位的書,這些企業之所以成功,必定曾有堅強的領導團隊與值得後進學習之處,但為何它們失去了光芒而隕歿?原因絕對不只有一個,但其中最重要的關鍵就在於他們是否掌握到了創新的時機,而本書就以此為中心而進行探討。

    諾基亞在全球手機市場中,一向居於領導地位,但唯獨於台灣是吃鱉而居於摩托羅拉之下,原因就在於他們忽視台灣市場偏好折疊式手機的這項創新,這正是作者書中提到的延續性科技,而另一種具有關鍵影響力的則為突破性科技。所謂的突破性科技,正是發展一套不同於現有規模,且迅速提昇現有效能的科技,誠如書中提到關於液壓式挖土機的例子一樣。

    突破性科技興起的起源,總是那麼的不起眼,所以既有領先地位的公司是難以發現的,再加上知名度還不夠,故其客戶群絕非是主流市場的使用者,而且現在領導地位的企業,所要追求的是高成長與高獲利,對於這少數市場的蠅頭小利是不屑一顧,所以具有一定真材實料的突破性科技便起趁勢而起,只要酌以採用行銷手法,知名度一開,現有領導企業的地位便將不保,甚至淪為完全退出市場的局面。

    難道領導企業就只能眼睜睜看著地位不保而束手無策嗎?當然不是的,本身公司也能自行產生突破性科技,只是公司是否能夠正視存在於研發人員間的一些小創意,就算真的能,初期所需投入的資本過大,再加上投資並不保證一定獲利,恐有影響公司年度結算的成績,肩負著這個壓力在,能有幾位經理人具有高瞻遠矚的看法而強力支持呢?所以作者提出了再創一個獨立新公司的見解,讓這新公司全力的去發展突破性科技,這樣子既然保持現在的領先,更不怕因為其他公司的挑戰而改朝換代了。

    雖說突破性科技造成了許多企業的隕歿,但企業仍有抵抗的方法,除了自行產生突破性科技外,仍然持續發展延續性科技,底子穩固了,才能有更上一層樓的機會,所以這本書的確是給了許多經理人一個深層思考的指引,保持現狀或穩定成長絕對不是該有的方法,否則下一個由盛轉衰再至隕歿的企業就將會出現了。

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  • 5

    "The Innovator's Dilemma" shows the reader the different challenges that a person must face if they want to make a change in the system they are working with. And how for some of those who face the challenges, and stand by their thoughts and plans, results can be not only personally rewarding, bu ...continue

    "The Innovator's Dilemma" shows the reader the different challenges that a person must face if they want to make a change in the system they are working with. And how for some of those who face the challenges, and stand by their thoughts and plans, results can be not only personally rewarding, but also a great hit (commercial and scientific) for the organizations they work in. It cites several examples on how different ideas were initially rejected and ended up being the heroic super-ideas that eventually saved or made the companies continue with their success.

    said on