Boston, Mass. : Harvard Business School Press, c1997.
xxiv, 225 p. : ill. ; 24 cm.
Includes bibliographical references and index.
Part 1 Why great companies can fail: how can great firms fail?-- insights from the hard disk drive industry-- value networks and the impetus to innovate-- disruptive technological change in the mechanical excavator industry-- what goes up can't come down. Part 2 Managing disruptive technological change: give responsibility for disruptive technologies to organizations whose customers need them-- match the size of the organization to the size of the market-- markets that do not exist cannot be analyzed - suppliers and customers must discover them together-- technology supply, market demand, and the product life cycle. Part 3 Managing disruptive technological change - a case study of the electric vehicle: managing disruptive technological change - a case study of the electric vehicle.
(source: Nielsen Book Data)
"The Innovator's Dilemma" demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. It is part of the "The Management of Innovation and Change" series. (source: Nielsen Book Data)
Winner of Global Business Book Award 1998. (source: Nielsen Book Data)