The Innovator's Solution · Creating and Sustaining Successful Growth by Christensen, Clayton M. -- Read -- Imperial Library of Trantor

Index

The Innovator’s Solution—Creating and Sustaining Successful Growth Chapter One: The Growth Imperative

Overview 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?

Overview 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?

Overview 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?

Overview New-Market Disruptions: Three Case Histories

The Disruption of Vacuum Tubes by Transistors Angioplasty: A Disruption of Heart-Stopping Proportions Solar Versus Conventional Electrical Energy Extracting Growth from Nonconsumption: A Synthesis

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

Overview 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

Attempting to Grow a Nonintegrated Business When Functionality Isn’t Good Enough Modular Failures in Interdependent Circumstances Appropriate Integration

Being in the Right Place at the Right Time Notes

Chapter Six: How To Avoid Commoditization

Overview 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?

Overview 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

Overview 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

Create a Cost Structure that Finds the Right Customers Attractive Accelerating the Emergent Strategy Process Managing the Mix of Emergent and Deliberate Strategies

Notes

Chapter Nine: There Is Good Money and There Is Bad Money

Overview 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

How to Manage the Dilemma of Investing for Growth Use Pattern Recognition, Not Financial Results, to Signal Potential Stall Points Create Policies to Invest Good Money Before It Goes Bad

Start Early: Launch New-Growth Businesses Regularly While the Core Is Still Healthy Acquire New-Growth Businesses in a Predetermined Rhythm Start Small: Divide Business Units to Maintain Patience for Growth Demand Early Success: Minimize Subsidization of New-Growth Ventures

Honda: An Example of Forced Floundering Insurance for When the Corporation Refocuses on the Core

Good Venture Capital Can Turn Bad, Too Notes

Chapter Ten: The Role of Senior Executives in Leading New Growth

Overview 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 1: Start Before You Need To Step 2: Appoint a Senior Executive to Shepherd Ideas into the Appropriate Shaping and Resource Allocation Processes Step 3: Create a Team and a Process for Shaping Ideas Step 4: Train the Troops to Identify Disruptive Ideas

Notes

Epilogue: Passing The Baton

Overview Who? Me? Use Theory?

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