An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen’s work continues to underpin today’s most innovative leaders and organizations. A seminal work on disruption—for everyone confronting the growth paradox.For readers of the bestselling The Innovator’s Dilemma —and beyond—this definitive work will help anyone trying to transform their business right now.In The Innovator’s Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today’s hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas—and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams.Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator’s Solution is a necessary addition to any innovation library—and an essential read for entrepreneurs and business builders worldwide.
- 317 pages
- English
- PDF
- Available on iOS & Android
eBook - PDF
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Information
Financial
markets
relentlessly
pressure
executives
to
grow
and
keep
growing
faster
and
faster.
Is
it
possible
to
succeed
with
this
mandate?
Don’t
the
innovations
that
can
satisfy
investors’
de-
mands
for
growth
require
taking
risks
that
are
unacceptable
to
those
same
investors?
Is
there
a
way
out
of
this
dilemma?
This
is
a
book
about
how
to
create
new
growth
in
business.
Growth
is
important
because
companies
create
shareholder
value
through
profitable
growth.
Yet
there
is
powerful
evidence
that
once
a
com-
pany’s
core
business
has
matured,
the
pursuit
of
new
platforms
for
growth
entails
daunting
risk.
Roughly
one
company
in
ten
is
able
to
sustain
the
kind
of
growth
that
translates
into
an
above-average
in-
crease
in
shareholder
returns
over
more
than
a
few
years.
1
Too
often
the
very
attempt
to
grow
causes
the
entire
corporation
to
crash.
Con-
sequently,
most
executives
are
in
a
no-win
situation:
equity
markets
demand
that
they
grow,
but
it’s
hard
to
know
how
to
grow.
Pursuing
growth
the
wrong
way
can
be
worse
than
no
growth
at
all.
Consider
AT&T.
In
the
wake
of
the
government-mandated
divesti-
ture
of
its
local
telephony
services
in
1984,
AT&T
became
primarily
a
long
distance
telecommunications
services
provider.
The
break-up
THE
GROWTH
IMPERATIVE
chapter
one
Table of contents
- Contents
- In Gratitude
- Ch 1: The Growth Imperative
- Ch 2: How Can We Beat Our Most Powerful Competitors?
- Ch 3: What Products Will Customers Want to Buy?
- Ch 4: Who Are the Best Customers for Our Products?
- Ch 5: Getting the Scope of the Business Right
- Ch 6: How to Avoid Commiditization
- Ch 7: Is Your Organization Capable of Disruptive Growth?
- Ch 8: Managing the Strategy Development Process
- Ch 9: There Is Good Money and There Is Bad Money
- Ch 10: The Role of Senior Executives in Leading New Growth
- Epilogue: Passing the Baton
- Index
- About the Authors
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