| HOME |
『The Innovator’s Dilemma』 (reprinted edtion 2011)
／ Clayton M. Christensen
(HAPPER Business, p.270)
There are several patterns in the history of innovation
in the disk drive industry.
The first is that the disruptive innovations were
technologically straightforward. …
The second pattern is that the purpose of advanced technology
development in the industry was always to sustain established
trajectories of performance improvement….
The third pattern shows that despite the established firms'
technological prowess in leading sustaining innovations,
from the simplest to the most radical, the firms that led the
industry in every instance of developing and adopting
disruptive technologies were entrants to the industry,
not its incumbent leaders.
( Why Great Companies Can Fail p.26)
The popular slogan “stay close to your customers”
appears not always to be robust advice.
One instead might expect customers to lead their suppliers
toward sustaining innovations and to provide no leadership
– or even to explicitly mislead – in instances of disruptive
( Why Great Companies Can Fail p.54)
In these instances, although this “attacker's advantage”
is associated with a disruptive technology change, the essence
of the attacker's advantage is in the ease with which entrants,
relative to incumbents, can identify and make strategic
commitments to attack and develop emerging market applications,
or value networks.
At its core, therefore, the issue may be the relative
flexibility of successful established firms versus entrant
firms to change strategies and cost structures, not technologies.
(Value Networks and the Impetus to Innovate, p.63)
to be continued...
| HOME |