The book's themethat good management is no guard against the disruptive power of new entrants who go after new customer groups or low-end marketsremains important today. "More than ever it has become shorthand for a classic problem," says Patrick Whitney, director of the Institute of Design at the Illinois Institute of Technology. "People never have to explain it, they just mention Clayton's name or The Innovator's Dilemma and everyone gets what the problem is."
Ten years later, however, the innovation landscape is rather different. Globalization has exponentially expanded where threats lie. Design thinking and its focus on the customer has captured the minds of managers. And as chief executives increasingly look to reinvent their business models, innovation is no longer defined in terms of mere technological breakthroughs. So how relevant is a book that chronicles the upending of the disk drive, steel, and earth excavator industries?
Ideas Still Resonate
Very, says Robert Sutton, professor of management science and engineering at the Stanford Engineering School and co-founder of Stanford's d.school. "There are very few books, whether you do innovation in the academic world or in the business world, that you have to understand equally well," he says. "You have to know it." In essence, the dilemma Christensen describeshow to serve your core business while finding new markets and watching out for new entrants in your... [continues]
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(2007, 12). Clayton Christensen. StudyMode.com. Retrieved 12, 2007, from http://www.studymode.com/essays/Clayton-Christensen-127971.html
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