Job search Clayton M. Christensen (04/06/1952) - American scientist and entrepreneur, professor of business management at Harvard Business School (Harvard Business School
). He is best known for his research on innovation in business enterprises.
Christensen was born in Salt Lake City, Utah; he was the second of 8 children. In 1975, Clayton graduated from Brigham Young University with a bachelor's degree in economics; In 1977, Clayton completed a master's course in applied econometrics and economics of developing countries at Oxford University. Two years later, in 1979, Clayton received a Master of Business Administration from Harvard Business School; later, in 1992, Christensen became a doctor of business management at the same Harvard Business School.
Even before joining the Harvard Business School faculty, Christensen worked briefly for the Boston Consulting Group; later he received the position of chairman and president of Ceramics Process Systems Corporation, which he founded (in company with a number of American professors).
In 2000, Christensen founded Innosight LLC; This company was engaged in consultations and training of personnel, additionally specializing in the generation of new ideas and various strategic decisions.
In 2005, Clayton and several of his Innosight colleagues launched the venture capital project Innosight Ventures; This company specialized in investments in India. In 2007, Christensen created another project - Rose Park Advisors LLC, which he had been carefully considering over the past 6 years. This organization was also involved in investments, but here Christensen had more control and use investment strategies developed by him.
At Harvard Business School, Clayton Christensen on this moment teaches the course “Building and maintaining a successful enterprise”; As part of this course, he teaches students how to build strong companies (and rebuild existing companies in the right way).
In 2010, Christensen received a special “Extraordinary Teaching Award” for his teaching work.
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Christensen owns 5 bestsellers; His first truly successful book was “The Innovator’s Dilemma,” published in 1997. “The Innovator’s Solution,” published in 2003, and published in 2004, "What's Next?" (“Seeing What’s Next”).
Recently, Christensen has been actively studying the impact of innovation on public institutions such as education or healthcare; He was also interested in questions of class struggle. In Clayton's new books, his new interests were reflected quite clearly - which, however, did not in the least diminish their popularity.
Christensen currently lives in Belmont, Massachusetts with his wife Christine; they have five children. Christensen is a member of the Latter Day Saints Church; Clayton is not content with just the role of an ordinary adept - from 1971 to 1973 he served as a missionary in Korea. Subsequently, Christensen held quite important positions in the local branch of the church - even the episcopal position.
In February 2010, Christensen announced that doctors had discovered follicular lymphoma; in July 2010, the scientist suffered an ischemic stroke. Now Clayton has already returned to teaching and writing new books; His latest works were published in 2011.
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Clayton Christensen's book The Innovator's Dilemma. How people die because of new technologies strong companies"is today's classic literature on strategic science. It talks about how many companies fail because they try to do everything right. They can focus on consumer sentiment, invest in promising innovations, and take things one step at a time successful companies, but still fail.
The information presented in the book is excellent food for thought, because... is primarily theoretical in nature and is aimed at familiarizing the reader with the problem. Be that as it may, the idea of any person who reads the book about how to manage modern business, will change radically.
About Clayton Christensen
Clayton Christensen is a business consultant, entrepreneur, professor of business administration at Harvard Business School, and a theorist of innovation. He is considered one of the world's top experts in the field of innovation and organizational growth, and his ideas have been implemented in the activities of many companies in the different countries ah peace. Today Clayton Christensen, together with his partners, runs consulting firm"Innosight" and several other organizations. In 2011, he became the most influential thinker in the business world.
About the book “The Innovator's Dilemma. How strong companies are dying due to new technologies"
The book offered to your attention consists of an acknowledgment section, an introduction and two large parts, comprising eleven chapters in total. The final section is devoted to the personality of the author. Below we would like to introduce you to some of the most interesting features of the book, in our opinion.
Introduction
Any company today must be in a state of constant development, because... without it there can be no profit or desired market position. But to move along the path of development it is necessary to use innovations and new technologies. The result of this process is able to satisfy the needs of customers.
In the process of an organization’s activities, not everything goes according to the planned plan, and even a seemingly well-thought-out modification of production can lead to failure. It is in this case that innovation is an extremely negative phenomenon. To understand this, it should be said that innovation can be of two types:
- Supportive innovations are characteristic of large market players; aimed at maintaining market position, attracting new and retaining existing customers
- Disruptive innovations are characteristic of newcomers who are prone to risk and action in conditions of uncertainty; large companies often do not pay attention to such innovations, which may backfire on them in the future
Our goal is to understand why large companies fail when engaging with innovation, and to understand how they can be managed.
Innovator's dilemma No. 1: dependence on the opinions of consumers and investors
The desire of companies to produce and sell a sought-after product is quite natural. But this makes them captive to their stakeholders - investors and consumers. This dependence also prevents the company from accepting market challenges, because the entire inside of the company is subject to the behavior of stakeholders.
The company's resources are distributed in specific areas determined by the market. Hence, value is created based on the desires of consumers, deciding financial issue in their favor. If there is any service high demand, which means there will be a desire to receive from her.
But it is not resources alone that can inhibit reactions to innovation. The procedures adopted in the organization also play a significant role here - they are designed to limit the access of persons who, to common base alternative solutions.
Among other things, investors, which have already been mentioned, are an obstacle to the financing and commercialization of disruptive innovations, because they involve considerable risk. In addition to this, they are the reason for the emergence of a new line of business.
To avoid a clash between what is profitable and what is promising, effective managers implement disruptive innovations for which there is a consumer, apply values and procedures from main organization, assign inexpensive resources to disruptive innovations and take the disruptive project to neighboring markets where their technical characteristics can be assessed.
Innovator's Dilemma #2: Striving to Go Upmarket
A successful company is always guided by its principles in the process of creating a value chain. The main strategy here is continuous growth. Based on this, management increasingly decides to move up - to reach higher large markets. Hence it turns out that the sales schedule is built in an ascending order. Disruptive innovation emerges at lower levels and can set the entire organization on a new path.
There are three main factors that characterize the eagerness of large companies to rise to a higher level: they expect more high income, increase the quality of life of consumers and use economies of scale for their intended purpose. It is also important to say that there are also factors why “lower” markets do not suit large companies: for example, they are not able to satisfy the need for development.
Innovator's Dilemma #3: Too Much Quality
Despite the apparent obviousness, if a product is of better quality, this does not mean that it is better. According to the characteristics of the demand curve known from economic theory, if the quality of a product is excessively improved, the manufacturer may jeopardize its profit.
In such situations, the risk cannot be justified based on the following reasons:
- The consumer does not want to buy higher quality products at more high prices, if he is satisfied with the previous quality
- The manufacturer does not take into account the stages of the product life cycle, accelerating the process of its “death”
Quality should be understood as a complex related friend with a friend of the product properties. A serious change in one property affects another, thereby increasing the cost of the product. To avoid making mistakes, the manager must, first, carry out theoretical analysis situations and insist on your own, interacting with company members, and secondly, create test version product to show in practice the weight of their arguments.
Innovator's Dilemma #4: Analyzing What Doesn't Exist
From one point of view, effective manager engages in detailed market research and action planning, but on the other hand, this can become an obstacle to the company becoming an initiator of serious changes in the market.
Companies may fear disruptive innovation due to a lack of concrete quantifiable returns, unclear financial understanding of the issue, and lack of budget-driven control.
In such situations, you should resort to using agnostic marketing, because... it is assumed that the organization operates in conditions of complete uncertainty. But you must remember that here you should not equate the failure of an idea with the failure of the company, just as the capabilities of employees should not be considered the capabilities of the organization.
Agnostic marketing involves answering the following questions:
- How will the project relate to company procedures?
- How will the project relate to the organization's values?
- Is it possible to create a separate division based on resources?
Having answered these questions, we can move on to determining the types of teams by structure.
Conclusion
Solving the innovation problem does not require more better management, increasing the number of working hours and. Practical studies have shown that in all effective companies there were hardworking leaders and mistakes always happened. So you need to choose the right reaction without blaming anyone, and draw the right conclusions. Don't think that you will instantly make some kind of leap; you just have to immediately launch your product on the market and watch what comes out of it.
About others important features You will learn how to work with innovation from Clayton Christensen’s book “The Innovator’s Dilemma. How strong companies are dying because of new technologies.” We recommend it to businessmen, executives, managers and people who are interested in running a business and introducing innovations.
Clayton M. Christensen
innovator
THE INNOVATOR'S DILEMMA
When New Technologies Cause Great Firms to Fail
Clayton M. Christensen
Harvard Business School Press
Boston, Massachusetts
INNOVATOR
How strong companies are dying due to new technologies
Clayton M. Christensen
Translation from English
UDC 65.011 BBK 65.290-2 K 82
Scientific editor E. Auzan
Translation from English by T. Ovseneva
Christensen Clayton M.
K 82 The Innovator's Dilemma/Clayton M. Christensen; Per. from English - M.: Alpina Business Books, 2004. - 239 p.
ISBN 5-9614-0073-5
In his book The Innovator's Dilemma, Harvard Business School professor Clayton M. Christensen attempts to answer the question why best companies- with competent managers and powerful resources - lose their leading position in the market. Despite scientific approach, the book is written in accessible language, and the search for an answer turns out to be no less exciting than a detective investigation.
The book is intended for specialists working in the field of business consulting, top and middle managers, entrepreneurs, students and teachers of economic universities.
UDC 65.011 BBK 65.290-2
ISBN 5-9614-0101-4 (Russian) ISBN 0-87584-585-1 (English)
All rights reserved. No part of this book may be reproduced in any form or by any means without the written permission of the copyright owner.
© The President and Fellows of Harvard College, 1997.
Published by arrangement with Harvard Business School Press.
© Alpina Business Books, translation, design, 2004.
PART ONE |
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WHY DO STRONG COMPANIES FAIL?.................................... |
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Why do strong companies fail? |
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Hard drive production: an inside look.................................... |
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Value networks and incentives for innovation...................................... |
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Disruptive technological innovations |
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in the production of mechanical excavators................................... |
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Staircase leading only upstairs................................................... .... |
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PART TWO |
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MANAGING DISRUPTIVES |
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TECHNOLOGICAL CHANGES................................................................. . |
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Responsibility for “disruptive” technologies.................................... |
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Correspondence between the size of the organization and the market.................................... |
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Opening new and developing markets.................................................... |
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Assessing the capabilities and limitations of the organization...................... |
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The quality of the products life cycle |
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and market needs......................................................... ........................ |
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Managing disruptive technologies |
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changes: examples from life................................................... .... |
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Dilemmas of innovation: summary.................................................... .......... |
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The Innovator's Dilemma: A Guide for Seminar Classes.................................... |
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WITH THANKS
Although there is only one author listed on the cover of this book, in fact its main ideas were expressed or developed by many of my colleagues, people of the highest degree of insight and selflessness. Work on the book began in 1989, when Professors Kim Clark, Joseph Bauer, Jay Light, and John MacArthur took over the establishment and funding of a doctoral program for midlife adults at Harvard Business School. Professors Richard Rosenbloom, Howard Stevenson, Dorothy Leonard, Richard Walton, Bob Hayes, Steve Wheelwright, and Kent Bowen also helped me hone my thoughts during the research process, achieve evidence-based conclusions, and contribute to the general body of knowledge. They devoted much more of their precious time to me than they should have as teachers,
And I will always be grateful to them for everything they taught me.
I I owe a lot to the executives and employees of the hard drive companies who shared their memories and records with me when I needed to understand what made them make certain decisions in certain circumstances. I especially want to thank James Porter, publisher of Disk/Trend Report, for allowing me to use his amazing archive. That's why I was able to study the history of the hard drive industry so deeply. The model of industry evolution and revolution that all these people helped me create formed the theoretical basis for my book. I hope that this model will be useful to them when analyzing the past
And making decisions in the future.
During my time at Harvard Business School, colleagues continually helped me refine the ideas for this book. Professors Rebecca Henderson and James Utterback from MIT were especially helpful.
8 INNOVATOR'S DILEMMA
Robert Burgelman of Stanford, and David Garvin, Gary Pisano and Marco Iansiti of Harvard Business School. Research assistants Rebecca Voorhuis, Greg Rogers, Bret Baird, Jeremy Dunn, Tara Donovan, and Michael Overdorf, publishers Marjorie Williams, Steve Prokesh, and Barbara Feinberg, and research assistants Cheryl Druckenmiller, Meredith Anderson, and Marguerite Dole also helped me with research data and advice. and ideas.
I am grateful to my students with whom I discussed the book. Almost every time I left the classroom, I wondered why I was getting paid while the students were paying for their studies, since it was me who benefited most from our discussions. Every year they receive diplomas and travel around the world, not even realizing how much they have taught their teachers. I love them and I hope that those who pick up my book will understand that with their questions, comments and criticism they helped bring it to life.
My deepest gratitude goes to my family: my wife Christina and our children Matthew, Anne, Michael, Spencer and Katherine. They always believed in me and supported me so that I could pursue my dream of teaching while still being with my family. My research into disruptive technology was a real test of their love for me, considering how much time I spent on it and how much I was absent. My wife Christina is the most intelligent and patient person in the world. Often, when I came home, many of the ideas presented in this book were still quite raw, but the next day, after discussing them with Christina, I returned to Harvard with ready-made concepts. She is a great friend, colleague and supporter. I dedicate this book to my wife and our children.
Clayton M. Christensen Harvard Business School Boston, Massachusetts April 1997
INTRODUCTION
This book is about how companies lose their position as industry leaders when they enter new markets or when new technologies enter the market. We're not just talking about failures: we look only at the failures of strong companies, those that were widely admired and wanted to be emulated, and we examine the history of companies known for their willingness to innovate and competent leadership. The development of a company can stall for many reasons. Due to bureaucratic management structure, ignorance, lack of new people in management, poor planning, short-sighted investment, incompetence, lack of resources and ultimately bad luck. But this book is not about companies with such problems - it is about well-run companies. They knew their competitors very well, were sensitive to consumer sentiment, invested in the development of new technologies and still lost their dominant position in the market.
Such seemingly unforeseen failures occur both quickly and
V slowly developing industries - in electronics, chemistry and mechanics,
V production and service sector. For example, for decades Sears Roebuck was considered the world's leading retailer with impeccable management. At the height of its fame, Sears controlled more than 2% of all US markets. It was she who introduced several of the most important modern market innovations: chain stores, their trade marks, sales through catalogs and credit cards. The respect that Sears Roebuck commanded is best demonstrated by this quote from Fortune magazine: “How does Sears do it? Still, the most fascinating thing in the story of her success is the naturalness of what is happening. Sears won't open the magician's box and won't launch-
10 THE INNOVATOR'S DILEMMA
there are fireworks. It’s just that everyone in the company does their job in their place and always does it well. And all together they make the company strong."1
However, no one says that about Sears today. Somehow it got completely lost among the discounters and department stores. shopping centers. The modern boom in catalog sales had pushed Sears out of that market, and even the company's viability was in question. One observer noted that “Sears Merchandise Group lost $1.3 billion [in 1992] before it spent $1.7 billion on reorganization. It is amazing that Sears does not react in any way to the fundamental changes taking place in the American market, this shows its arrogance and short-sightedness.”2 Another writer adds: “Sears has disappointed investors who have watched its stock price steadily decline and the company fail to deliver on its promise to turnaround. Sears' legacy concept of a comprehensive package of products and services at mid-range prices cannot compete. Of course, all this undermined the credibility of Sears management in financial and trading circles.”3
It's amazing that Sears earned its reputation at a time—the mid-1960s—when it simply ignored the explosion of discount stores and malls and the emergence of cheaper brand-name marketing schemes that ultimately robbed Sears of its core advantages. Sears management has been recognized as one of the best in the world at a time when many companies in retail trade Visa and MasterCard credit cards were already in full use, and Sears allowed these companies to overtake them.
Following the same pattern, the loss of primacy has repeatedly occurred in other industries. Consider the history of the computer industry. IBM dominated the mainframe computer market, but missed out on the advent of technologically much simpler minicomputers. In fact, none of them largest companies, which produced mainframe computers, did not occupy a significant place in the minicomputer industry. The minicomputer market was created by Digital Equipment Corporation and was joined by Data General, Prime, Wang, Hewlett-Packard and Nixdorf. But all these companies, in turn, did not appreciate the market opportunities personal computers. It went to Apple Computer along with Commodore, Tandy and IBM's standalone PC division. At the same time, Apple occupied a separate niche by developing a unique computer standard with a user-friendly interface. However, both Apple and IBM were five years late in entering the laptop market. The same thing happened in the workstation market: its founders, Apollo, Sun and Silicon Graphics, were new to the industry.
However, as with Sears, many of these leading computer makers were ranked among the best-run companies in the world, and were cited in management schools and journalistic reviews as
How to measure life?
Clayton Christensen
Even before my release book The Innovator's Dilemma, I received a call from Andrew Grove, then chairman of Intel. He had read one of my early papers on disruptive technologies and wanted me to stand in front of his direct reports and present my research and its possible applicability to Intel. I happily flew to Silicon Valley and showed up at Grove exactly on time - only to hear: “You know, something happened here. We have no more than ten minutes for you. Tell us how your disruptive technology model makes sense for Intel." I replied that I couldn't - I needed all thirty minutes to explain the model in detail, because any specific considerations about Intel would only make sense in that case. After ten minutes of my explanation, Grove interrupted me: “Okay, I understand the model. Now just tell me what this means for Intel."
I continued to insist that I needed ten more minutes to explain the process of disruption using an example from a completely different industry - steel. I described how Nucor and other mini-steel mills began by attacking the bottom end of the market—steel rebar—and then worked their way up, driving down prices and undermining larger mills.
When I finished the story, Grove said: “Okay, I understand everything. For Intel, this means that ...” - and voiced the prospects new strategy companies to move to the lower end of the market to launch the Celeron processor.
I've thought about it a million times since then. If I had tried to explain to Andy Grove how he should think about making and selling microprocessors, I would have been killed. But instead of telling him what he should think, I taught him how to think - and then he was able to make the right decision on his own.
This story influenced me very much. When someone asks me what I think they should do, I rarely answer the question directly. Instead, I look at the issue through the lens of one of my models. I'm describing how things happen in some other industry. After this, as a rule, they tell me: “Yes, yes, I understand everything,” and they answer their own question better than I could answer.
My course at Harvard Business School is designed to help students understand what good management theory is and what it is based on. To this skeleton, I attach various models or theories that help students understand all the different aspects of being a Chief Innovation Officer and growing. In each class, we look at one company through the lens of these theories, using them to explain how the company got into this situation and trying to understand what management actions should produce the desired result.
On the last day of class, I ask my students to look at themselves in the same way and answer three questions. First, how can you ensure you enjoy your career? Secondly, how can you ensure that your relationship with your life partner and family becomes a constant source of happiness? And thirdly, what should you do to avoid going to jail? The last question may seem funny, but it really isn't. Two of our 32 Oxford group of Rhodes Scholars ended up behind bars. Jeff Skilling from Enron went to HBS with me. They were good guys - but one day something made them go wrong.
The idea in brief
Christensen teaches Harvard Business School students how to use management and innovation theories to build strong companies. But he also believes that these models can help people improve their lives. In this article, he explains his idea by exploring questions everyone should ask themselves. How to be satisfied with your career? How to make it so that family life has become a constant source of happiness? And how to live life honestly? The answer to the first question follows from Frederick Herzberg's statement: money is not the most powerful incentive. The main thing is opportunities for learning, professional growth, making a contribution to the common cause and gaining recognition. This is why the job of a manager, if done well, can be the noblest of occupations; No other activity offers so many ways to find these opportunities. Management is not about buying, selling and investing, as many people believe. The principles of resource distribution can help a person achieve happiness in his personal life. If you do not competently manage the process of resource allocation in a company, the result will not be at all what was intended by the management strategy. The same is true for human life: If you don't have a clear sense of purpose, you'll likely spend time and energy on achieving the most visible and short-term signs of success, rather than on what really matters to you. And, just as overemphasis on marginal cost can lead to unsuccessful corporate solutions, it can also lead a person astray. The marginal cost of doing something “one-time” wrong can seem deceptively low. But you don't know where this path may lead you. You must clearly formulate own principles and do not risk your life and the lives of those close to you by violating these principles.
As students begin to discuss the answers to these questions, I provide them with an example. own life, showing how the theories from our course can be used to make life-changing decisions.
One of the theories that helps answer the first question - about enjoying a career - belongs to Frederick Herzberg, who argues that the most powerful incentive in our lives is not money; These are opportunities for learning, professional growth, helping others and recognition of achievements. I describe to students pictures from my past when I ran a company. I imagine one of my managers driving to work in the morning with fairly high self-esteem. And then - ten hours later, she drives back home, feeling disappointed, underappreciated, unrecognized and humiliated. I imagine how her low self-esteem affects her interactions with her children. Then my mind's eye focuses on another day, when the same employee goes home with higher self-esteem - with a feeling that she has learned a lot, that her achievements have been recognized, and that she has played an important role in some initiatives that benefit the company. It's easy to imagine that this state of mind will have a positive effect on her as a spouse and parent. Conclusion: Management is the noblest of professions if done correctly. No other job offers so many opportunities to help others grow and learn, take responsibility and be recognized for your achievements, and contribute to the success of the team. More and more more people MBA applicants come to study thinking that a business career is about buying, selling and investing. Alas. Making deals doesn't give you the same deep sense of satisfaction that you get from helping other people become better people.
I strive to ensure that my students leave the classroom knowing this.
Develop a life strategy
A theory that can help answer the second question - how can I make my relationship with my family a constant source of happiness for me? - based on defining a strategy and its application in practice. Its essence is that a company's strategy is determined by the types of innovations in which management is willing to invest. If the company's resource allocation process is not managed professionally, its results may not be as expected. The decision-making system in companies often works in such a way that the main investments are directed to those initiatives that produce the most tangible and quick results, while those related to long-term strategies, are deprived of the necessary support.
Clayton Magleby Christensen (April 6, 1952) is an American scientist, educator, author, business consultant, and religious leader.
Clayton Christensen is the Robert and Jane Cizik Award-winning professor of business administration at Harvard Business School; teaches in the Faculty of Technology and Operations Management, as well as in the Faculty of General Management.
Christensen's research and teaching interests are primarily in the management of technological innovation and the search for new markets for high-tech products. Before Christensen became a member of the Harvard Business School faculty, he served as chairman and president of CPS Corporation, a technology materials company. Christensen founded this corporation together with several professors from the Massachusetts Institute of Technology. Christensen also worked in the administration of President Ronald Reagan and was part of the Boston Consulting Group team.
Christensen has published numerous works, including the famous books The Innovator's Dilemma and Solving the Business Innovation Problem. Christensen advises many of the world's leading corporations. Christensen is a member of the Church of Jesus Christ of Saints last days"and serves her to the best of his ability.
Christensen received a bachelor's degree in economics from Brigham Young University and a master's degree in economics from Oxford (where he received a Rhodes Scholarship). Christensen received an MBA and DBA from Harvard Business School.
Clayton Christensen and his wife Christina have five children.
Books (7)
The innovator's dilemma: How strong companies perish due to new technologies
In his book The Innovator's Dilemma, Harvard Business School professor Clayton M. Christensen attempts to answer the question of why the best companies—those with competent leaders and strong resources—lose market leadership. Despite the scientific approach, the book is written in accessible language, and the search for an answer turns out to be no less exciting than a detective investigation.
The book is intended for specialists working in the field of business consulting, top and middle managers, entrepreneurs, students and teachers of economic universities.
The Law of Successful Innovation: Why a customer “hires” your product and how knowledge about it helps new developments
Typically, all product changes occur through trial and error: functionality is added, modifications appearance, and then we can only hope that it will work. In fact, innovation can be much more predictable, and much more profitable.
In his book The Law of Successful Innovation, Clayton Christensen explains that one thing that is essential to success is understanding what motivates customers to make their choices. You'll learn how to understand your customers' challenges and be able to accurately predict the success of your innovations.
Personal effectiveness
Management is not about buying, selling and investing, as many people believe. The principles of resource distribution can help a person achieve happiness in his personal life.
If you do not competently manage the process of resource allocation in a company, the result will not be at all what was intended by the management strategy. The same is true in human life: if you don't have a clear sense of purpose, then you're more likely to spend time and energy on achieving the most visible and short-term signs of success, rather than on what really matters to you. And just as excessive attention to marginal cost can cause poor corporate decisions, it can also lead people astray. The marginal cost of doing something “one-time” wrong can seem deceptively low. But you don't know where this path may lead you. You must clearly formulate your own principles and not risk your life and the lives of those close to you by violating these principles.
Solving the problem of innovation in business
How to create a growing business and successfully maintain its growth.
To be successful in creating a new growth business, a leader must master the theory and, as he turns a disruptive product idea into a business plan, think through every decision and act in accordance with the conditions in which the company implements its strategy. In each chapter, the authors present a theory designed to help managers make decisions that are key to the success of innovative businesses.
Become an innovator. 5 Habits of Leaders Who Change the World
How to generate fresh ideas? How to start thinking outside the box? The ability to innovate is the “secret sauce” of business success.
It contains tools and cases from global companies to develop the 5 skills of breakthrough leadership. You will learn what common features can be found among innovators from different countries and how to become an innovator yourself.
Life strategy
Why does the pursuit of positions and salaries so often not bring happiness? Why don't our loved ones understand us? Why do the goals we strive for often bring nothing but disappointment?
These and many other questions arose for management guru Clayton Christensen after several meetings of Harvard Business School alumni. He discovered that behind the trappings of success, most of his colleagues were deeply unhappy. But why did these smart people who develop strategies for huge corporations fail to master the strategy of their lives?
Instead of giving ready-made tips, Christensen and his co-authors suggest that we use well-known management theories that are very easy to project into our lives. For example famous companies The book shows the mistakes we make when we misallocate our resources. The authors consider all aspects of life on which our happiness depends.
What's next? Innovation theory as a tool for predicting industry changes
The book by K. Christensen and his colleagues provides a detailed answer to the question: “How to recognize innovations that will become disruptive?”
The analytical tools proposed in the book allow you to evaluate the strategic decisions of companies; determine who will win the upcoming competitive battle; anticipate changes in the industry. The authors show how to use these tools using examples from five industries: aviation, education, semiconductor manufacturing, healthcare, and telecommunications.
The book is intended for business leaders, industry analysts, investors - for anyone whose success depends on the ability to make forecasts.
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