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Book: The Innovator's Solution: Creating and Sustaining Successful Growth
Quotes of Book: The Innovator's Solution:
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  1. Clayton M. Christensen _ The Innovator's Solution:

    Competitiveness is far more about doing what customers value than doing what you think you're good at.
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  2. Clayton M. Christensen _ The Innovator's Solution:

    the deliberate strategy process often becomes a subsequent impediment to a company's efforts to launch new waves of successful disruptive growth. This happens in two ways. First, the filters in the resource allocation process of successful companies become so well attuned to the successful strategy that they filter out all but the initiatives that sustain the existing business-causing them to ignore the disruptive innovations that create the next waves of growth. Just as important, once deliberate strategy processes have become embedded within organizations, they find it difficult to employ emergent processes again when launching new businesses.
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  3. Clayton M. Christensen _ The Innovator's Solution:

    A new-market disruption is an innovation that enables a larger population of people who previously lacked the money or skill now to begin buying and using a product and doing the job for themselves.
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  4. Clayton M. Christensen _ The Innovator's Solution:

    a jobs-to-be-done lens can help innovators come to market with an initial product that is much closer to what customers ultimately will discover that they value. The way to get as close as possible to this target is to develop hypotheses by carefully observing what people seem to be trying to achieve for themselves, and then to ask them about it.9
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  5. Clayton M. Christensen _ The Innovator's Solution:

    The functional, emotional, and social dimensions of the jobs that customers need to get done constitute the circumstances in which they buy. In other words, the jobs that customers are trying to get done or the outcomes that they are trying to achieve constitute a circumstance-based categorization of markets.3 Companies that target their products at the circumstances in which customers find themselves, rather than at the customers themselves, are those that can launch predictably successful products. Put another way, the critical unit of analysis is the circumstance and not the customer.
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  6. Clayton M. Christensen _ The Innovator's Solution:

    Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you're good at. And staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory. The challenge for incumbent companies is to rebuild their ships while at sea, rather than dismantling themselves plank by plank while someone else builds a new, faster boat with what they cast overboard as detritus.
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  7. Clayton M. Christensen _ The Innovator's Solution:

    Predictable marketing requires an understanding of the circumstances in which customers buy or use things. Specifically, customers-people and companies-have "jobs" that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can "hire" to get the job done.
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  8. Clayton M. Christensen _ The Innovator's Solution:

    They are always motivated to go up-market, and almost never motivated to defend the new or low-end markets that the disruptors find attractive. We call this phenomenon asymmetric motivation. It is the core of the innovator's dilemma, and the beginning of the innovator's solution.
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  9. Clayton M. Christensen _ The Innovator's Solution:

    remember that it is changes in the slope of the platform, not the level of the platform, that create shareholder value at an above-average rate.
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  10. Clayton M. Christensen _ The Innovator's Solution:

    In sustaining circumstances-when the race entails making better products that can be sold for more money to attractive customers-we found that incumbents almost always prevail. In disruptive circumstances-when the challenge is to commercialize a simpler, more convenient product that sells for less money and appeals to a new or unattractive customer set-the entrants are likely to beat the incumbents.
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  11. Clayton M. Christensen _ The Innovator's Solution:

    innovator's dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?
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  12. Clayton M. Christensen _ The Innovator's Solution:

    Using flawed segmentation schemes, they often introduce products that customers don't want, because they aim at a target that is irrelevant to what customers are trying to get done.
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