読書なんてチョロ2です
こんにちは! 白うさぎです。肩の力を抜いて、楽しく英語の学習をしています。洋書を読書したり、音楽・映画なども紹介します。かわいいものクラブでは、シマちゃんが活躍中で~す。
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The Innovator's Dilemma (1)
『The Innovator’s Dilemma』 (reprinted edtion 2011)
/ Clayton M. Christensen
(HAPPER Business, p.270)
■『The Innovator's Dilemma』について
顧客ニーズを傾聴し、積極的に新技術に投資し、
顧客の要望に応える高品質の商品やサービスを
提供している業界のトップ企業。
だが、その優れた経営のために失敗し、
新興企業に市場を奪われる。なぜだろうか?
本書は、大手優良企業に必ず訪れるという、
この「ジレンマ」を解き明かす。
C/Sとして、Hard Disk Drive, 掘削機、
Motor-bike、Microprocessorなどを取り上げ、
それぞれのDisruptive Innovationを検証し、
それに対処できない大企業の宿命(法則)を導き出す。
「成功体験」にしがみ付くと、革新的な新技術は生まれない。
私は、M.E.Porterの提唱する「5つの力」を連想する。
大手企業は、現存事業での力関係に傾注せざるをえず(図の横関係)、
新興企業の実施しているような革新的な技術開発(同、縦関係)には、
どうしても及び腰になってしまう。
本書は、そうしたジレンマへの対処法を提示する、興味深い一冊です。
■Clayton M. Christensen (1952- )
is an associate professor of business administration
at the Harvard Business School, where he holds a joint
appointment with the Technology and Operation Management
and General Management faculty groups.
He is the architect of and the world’s foremost authority
on disruptive innovation, a framework which describes
the process by which a product or service takes root
initially in simple applications at the bottom of a market
and then relentlessly moves 'up market,' eventually
displacing established competitors.
Consistently acknowledged in rankings and surveys
as one of the world's leading thinkers on innovation,
Christensen is widely sought after as a speaker, advisor
and board member.
His research has been applied to national economies,
start-up and Fortune 50 companies, as well as to early
and late stage investing.
■お気に入りの部分 (1)
1)
In many instances, leadership in sustaining innovations
– about which information is known and for which plans can
be made – is not competitively important.
In such cases, technology followers do about as well as
technology leaders. It is in disruptive innovations,
where we know least about the market, that there are such
strong first-mover advantages.
This is the innovator’s dilemma.
(Introduction,p.xxvi)
2)
In 1990, I began asking the two questions that would
eventually help shape this book.
First,“Why is success so difficult to sustain?”
And second, “Is successful innovation really as unpredictable
as the data suggest?”
By that time I’d been a strategist at the Boston Consulting
Group, where I’d had unusual opportunities to see at every
level how companies competed, and I had cofound CPS Technologies
to commercialize advanced-materials technology developed
in MIT labs.
But neither career path had yet to fully answer those
two questions that were keeping me up at night.
(Preface, p.xxxiii)
to be continued...
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