For readers of the bestselling The Innovator's Dilemma—and In The Innovator's Solution, Clayton Christensen and Michael Raynor expand. In the worldwide bestseller The Innovator's Dilemma, Clayton M. Christensen exposed Comprehensive yet practical, The Innovator's Solution is an actionable. Read "Summary of The Innovator's Solution Book By: Clayton M. Christensen and Michael E. Raynor" by Jaya Jha available from Rakuten Kobo. Sign up today .
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Editorial Reviews. From Publishers Weekly. Christensen (The Innovator's Dilemma) analyzes Kindle Store; ›; Kindle eBooks; ›; Business & Money. Editorial Reviews. From Publishers Weekly. Christensen (The Innovator's Dilemma) analyzes Kindle Store · Kindle eBooks · Business & Money. musicmarkup.info: The Innovator's Solution: Creating and Sustaining Successful are available for instant access. view Kindle eBook | view Audible audiobook.
Not in United States? Choose your country's store to see books available for download. See if you have enough points for this item. Sign in. Christensen and Michael E. Paul Falcone.
In this book Mr. Christensen gives the entrepreneurs different aspects to be considered when coming up with an innovative solution. He points out how traditional way of working may not be the most suitable and in fact in many situations harmful for developments of innovative disruptive solutions. The key take away from the books is 1.
Start innovating early. Do not wait for the company to reach a stage where it becomes imperat A wonderful follow up book to Innovator's Dilemma from Mr. Do not wait for the company to reach a stage where it becomes imperative to innovate to grow.
In this case the pressure will be too much and the expectations gargantuan to be able to succeed. The funding will become bad money. The authors highlight that public companies have to satisfy their shareholders who expect an year on year growth year after year.
Since the focus of the management will be immediate boost to revenues, projects that have a potential in a long run will tend to be put off, or at best ignored. Start innovating in an early which is obvious, but will be ignored by the well established players as they will find it unfruitful to be in that area.
This is a corollary to the earlier statement. If one starts addressing a low end market it would not interest a well entrenched company in the same field that would be catering to premium customers. Slowly as the innovation becomes better chances are that the innovative company will overcome the incumbent.
It is stressed that the traditional way of slicing and dicing the customers by gender, age group, income group, geography may not succeed all the time. They stress that it is important to understand the work that the customer is trying to address.
The authors give the example of how a fast food joint employed traditional means of gathering information about their customers and sliced and diced them according to gender etc and found no improvement in the sales based on actions that they arrived at based on this survey. The later carried out another survey based around the purpose of the customers.
They found that the same customer needed thicker milk shakes in the morning as it lasted them till they reached their office and also satisfied their hunger till lunch time. The customers of same nature classified by traditional slicing and dicing mechanism needed something more thinner during lunchtime when they were in a hurry to get back to work. And the same customers in the evening needed these to be much thinner so that their children could finish them off soon.
When the milkshakes were now prepared as per this survey the joint saw a surge in sales. The distribution channel also needs to adjust to the innovation. The authors give the example of how a venture by Intel and SAP to address the needs of small and medium businesses failed to take off as they used the same marketing and sales channel as they used to sell the regular SAP software to sell this watered down version of SAP.
The sales people had no incentive to sell this as the revenues and profits were smaller and it did not help them meet their targets. The stress is that it is important to have the right marketing and sales channel. The authors state that there are two types of customers addressing whom will help the innovation kick off. The over-served and the non-users.
The over served are easier targets as they are already users of the product and are looking for something with lesser features and that costs lesser. It is more difficult to address the non-users as they have to be lured into using the product.
Now, Christensen and coauthor Michael E. Raynor cut the Gordian knot of the "innovator's dilemma" with The Innovator's Solution. This groundbreaking book reveals that innovation is not as unpredictable as most managers have come to believe.
While the outcomes of past innovations seem random, the process by which innovations are packaged and shaped within companies is very predictable. By understanding and managing the forces that influence this process, companies can shape high-octane business plans that create truly disruptive growth. Drawing on years of in-depth research and using new theories tested in hundreds of companies across many industries, the authors identify the processes that create successful innovations, and show managers how to tailor their strategies to the changing circumstances of a dynamic world.
Comprehensive yet practical, The Innovator's Solution is an actionable prescription for innovation-driven, profitable growth. A great business book teaches managers how to stop and think.
This is a great book. It is hard to imagine an executive team that would not benefit from devoting an entire day to discussing it.