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Book: The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
Quotes of Book: The Innovator's Dilemma: When
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  1. Clayton M. Christensen _ The Innovator's Dilemma: When

    In a small, independent organization, these small wins will generate energy and enthusiasm. In the mainstream, they would generate skepticism about whether we should even be in the business. I want my organization's customers to answer the question of whether we should be in the business. I don't want to spend my precious managerial energy constantly defending our existence to efficiency analysts in the mainstream.
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  2. Clayton M. Christensen _ The Innovator's Dilemma: When

    If good management practice drives the failure of successful firms faced with disruptive technological change, then the usual answers to companies, problems-planning better, working harder, becoming more customer- driven, and taking a longer-term perspective-all exacerbate the problem.
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  3. Clayton M. Christensen _ The Innovator's Dilemma: When

    But differentiation loses its meaning when the features and functionality have exceeded what the market demands.
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  4. Clayton M. Christensen _ The Innovator's Dilemma: When

    In reality, spinning out is an appropriate step only when confronting disruptive innovation.
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  5. Clayton M. Christensen _ The Innovator's Dilemma: When

    In fact, the prospects for growth and improved profitability in upmarket value networks often appear to be so much more attractive than the prospect of staying within the current value network, that it is not unusual to see well-managed companies leaving {or becoming uncompetitive with} their original customers as they search for customers at higher price points.
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  6. Clayton M. Christensen _ The Innovator's Dilemma: When

    As successful companies mature, employees gradually come to assume that the priorities they have learned to accept, and the ways of doing things and methods of making decisions that they have employed so successfully, are the right way to work. Once members of the organization begin to adopt ways of working and criteria for making decisions by assumption, rather than by conscious decision, then those processes and values come to constitute the organization's culture. 7 As companies grow from a few employees to hundreds and thousands, the challenge of getting all employees to agree on what needs to be done and how it should be done so that the right jobs are done repeatedly and consistently can be daunting for even the best managers. Culture is a powerful management tool in these situations. Culture enables employees to act autonomously and causes them to act consistently. Hence, the location of the
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  7. Clayton M. Christensen _ The Innovator's Dilemma: When

    The fear of cannibalizing sales of existing products is often cited as a reason why established firms delay the introduction of new technologies.
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  8. Clayton M. Christensen _ The Innovator's Dilemma: When

    But this book is not about companies with such weaknesses: It is about well-managed companies that have their competitive antennae up, listen astutely to their customers, invest aggressively in new technologies, and yet still lose market dominance.
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  9. Clayton M. Christensen _ The Innovator's Dilemma: When

    A product becomes a commodity within a specific market segment when the repeated changes in the basis of competition, as described above, completely play themselves out, that is, when market needs on each attribute or dimension of performance have been fully satisfied by more than one available product. The
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  10. Clayton M. Christensen _ The Innovator's Dilemma: When

    An organization's capabilities reside in two places. The first is in its processes-the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions. People are quite flexible, in that they can be trained to succeed at quite different things. An employee of IBM, for example, can quite readily change the way he or she works, in order to work successfully in a small start-up company. But processes and values are not flexible. A process that is effective at managing the design of a minicomputer, for example, would be ineffective at managing the design of a desktop personal computer. Similarly, values that cause employees to prioritize projects to develop high-margin products, cannot simultaneously accord priority to low-margin products. The very processes and values that constitute an organization's capabilities in one context, define its disabilities in another context.
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  11. Clayton M. Christensen _ The Innovator's Dilemma: When

    understand and harness the principles of disruptive innovation."
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  12. Clayton M. Christensen _ The Innovator's Dilemma: When

    One of the bittersweet rewards of success is, in fact, that as companies become large, they literally lose the capability to enter small emerging markets. This disability is not because of a change in the resources within the companies-their resources typically are vast. Rather, it is because their values change.
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