The Innovator's Solution by Christensen, Clayton M. -- Read -- Imperial Library of Trantor

Index

IN GRATITUDE CHAPTER ONE THE GROWTH IMPERATIVE Is Innovation a Black Box? The Forces That Shape Innovation Where Predictability Comes From: Good Theory

How Theories Are Built Getting the Categories Right

The Outline of This Book Notes CHAPTER TWO HOW CAN WE BEAT OUR MOST POWERFUL COMPETITORS? The Disruptive Innovation Model Disruption at Work: How Minimills Upended Integrated Steel Companies The Role of Sustaining Innovation in Generating Growth Disruption Is a Relative Term A Disruptive Business Model Is a Valuable Corporate Asset Two Types of Disruption New-Market Disruptions Low-End Disruptions Shaping Ideas to Become Disruptive: Three Litmus Tests Could Xerox Disrupt Hewlett-Packard? Conditions for Growth in Air Conditioners The Potential for Internet Banking Appendix: A Brief Description of the Disruptive Strategies of the Firms in Figure 2-4 Notes CHAPTER THREE WHAT PRODUCTS WILL CUSTOMERS WANT TO BUY? Pomp and Circumstances in Segmenting Markets Using Circumstance-Based Segmentation to Gain a Disruptive Foothold Innovations That Will Sustain the Disruption Why Do Executives Segment Markets Counterproductively?

Fear of Focus Senior Executives’ Demand for Quantification of Opportunities The Structure of Channels Advertising Economics and Brand Strategies

The Dangers of Asking Customers to Change Jobs Notes CHAPTER FOUR WHO ARE THE BEST CUSTOMERS FOR OUR PRODUCTS? New-Market Disruptions: Three Case Histories

What Makes Competing Against Nonconsumption So Hard?

Threats Versus Opportunities How to Get Commitment and Flexibility

Reaching New-Market Customers Often Requires Disruptive Channels

Retailers and Distributors Need to Grow Through Disruption, Too Customers as Channels

Notes CHAPTER FIVE GETTING THE SCOPE OF THE BUSINESS RIGHT Integrate or Outsource? Product Architecture and Interfaces Competing with Interdependent Architecture in a Not-Good-Enough World Overshooting and Modularization From Interdependent to Modular Design—and Back The Drivers of Reintegration Aligning Your Architecture Strategy to Your Circumstances

Being in the Right Place at the Right Time Notes CHAPTER SIX HOW TO AVOID COMMODITIZATION The Processes of Commoditization and De-commoditization Core Competence and the ROA-Maximizing Death Spiral Good Enough, Not Good Enough, and the Value of Brands A View of the Automobile Industry’s Future Through the Lenses of This Model Appendix: The Law of Conservation of Attractive Profits Notes CHAPTER SEVEN IS YOUR ORGANIZATION CAPABLE OF DISRUPTIVE GROWTH? Resources, Processes, and Values

Resources Why Those with the Right Stuff Are Often the Wrong People Processes Values

The Migration of Capabilities Selecting the Right Organizational Home for a New Disruptive Business Creating New Capabilities

Creating Management Bench Strength Making New Processes Creating New Values

Buying Resources, Processes, and Values The Costs of Getting It Wrong

Bank One’s Wingspan F.W. Woolworth and Discount Retailing

Notes CHAPTER EIGHT MANAGING THE STRATEGY DEVELOPMENT PROCESS Two Processes of Strategy Formulation The Crucial Role of Resource Allocation in the Strategy Development Process An Illustration of Resource Allocation in Strategy Making: The Case of Intel Match the Strategy-Making Process to the Stage of Business Development Managing Two Fundamentally Different Strategy Processes: A Rare and Tricky Skill Points of Executive Leverage in the Strategy-Making Process

Notes CHAPTER NINE THERE IS GOOD MONEY AND THERE IS BAD MONEY The Death Spiral from Inadequate Growth

Step 1: Companies Succeed Step 2: Companies Face a Growth Gap Step 3: Good Money Becomes Impatient for Growth Step 4: Executives Temporarily Tolerate Losses Step 5: Mounting Losses Precipitate Retrenchment

Good Venture Capital Can Turn Bad, Too Notes CHAPTER TEN THE ROLE OF SENIOR EXECUTIVES IN LEADING NEW GROWTH Standing Astride the Sustaining–Disruptive Interface

A Theory of Senior Executive Involvement The Importance of Meddling

Can Any Executive Lead Disruptive Growth? Creating a Growth Engine: Embedding the Ability to Disrupt in a Process

Step 4: Train the Troops to Identify Disruptive Ideas

Notes EPILOGUE Who? Me? Use Theory? ABOUT THE AUTHORS