Today’s book shows how to use the theories of innovation developed in The Innovator’s Dilemma and The Innovator’s Solution—and introduces some new ones. The book argues that it is possible to predict which companies will win and which will lose in a given situation–and provides a practical framework for doing so. We are joined by a long-time collaborator, friend and student of both Clayton Christensen, and he is a long-time friend of this show, Scott D. Anthony.
Some essential lessons in “Seeing What’s Next” relate to disruptive innovations. Four critical lessons are:
1. Disruption is a process, not an event.
2. Disruption is a relative phenomenon. What is disruptive to one company may be sustaining to another company.
3. Different or radical technology does not equal disruptive.
4. Disruptive innovations are not limited to high-tech markets.
Disruption can occur in any product or service market and can even help explain competition among national economies.
Today’s book shows how to use the theories of innovation developed in The Innovator’s Dilemma and The Innovator’s Solution—and introduces some new ones as well.
The book argues that it is possible to predict which companies will win and which will lose in a given situation–and provides a practical framework for doing so.
We are joined by a long-time collaborator, friend and student of both Clayton Christensen, and he is a long-time friend of this show, Scott D. Anthony
The HBR article Scott mentioned: https://hbr.org/2022/01/persuade-your-company-to-change-before-its-too-late
The Innovator’s Solution summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
The Innovator’s Dilemma summarised a theory that explains how, under certain circumstances, the mechanism of profit-maximising resource allocation causes well-run companies to get killed. The Innovator’s Solution, in contrast, summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
We are joined to share some concepts from The Innovator’s Solution by Clayton Christensen’s co-author Michael E. Raynor
Articles mentioned
Skate to Where the Money Will Be
by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden
https://hbr.org/2001/11/skate-to-where-the-money-will-be
Of waves and ripples: Disruption theory’s newest critic tries to make a splash
by Michael E. Raynor
The Innovator’s Dilemma summarised a theory that explains how, under certain circumstances, the mechanism of profit-maximising resource allocation causes well-run companies to get killed. The Innovator’s Solution, in contrast, summarises a set of theories that can guide managers who need to grow new businesses with predictable success—to become the disruptors rather than the disruptees—and ultimately kill the well-run, established competitors. To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical process and decision to fit the disruptive circumstance.
We are joined to share some concepts from The Innovator’s Solution by Clayton Christensen’s co-author Michael E. Raynor
Articles mentioned
Skate to Where the Money Will Be
by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden
https://hbr.org/2001/11/skate-to-where-the-money-will-be
Of waves and ripples: Disruption theory’s newest critic tries to make a splash
by Michael E. Raynor
The paper I wanted to share today aims to provide a common language about the research process that helps management scholars spend less time defending the style of research they have chosen and build more effectively on each other’s work.
I felt this series on Clayton Christensen’s work and theories would be incomplete without this episode.
It is a great pleasure to welcome the co-author of that paper and a person who has built on this work considerably, Paul Carlile.
Our guest’s award-winning research introduces a new perspective on value creation and competition when industry boundaries break down in the wake of ecosystem disruption. His two books, The Wide Lens and Winning the Right Game, have been heralded as landmark contributions to strategy literature. Clayton Christensen described his work as “Path-breaking”, and Jim Collins has called him “One of our most important strategic thinkers for the 21st century.”
It is a pleasure to welcome Ron Adner.
Find Ron here: https://ronadner.com
Clark G. Gilbert on Clayton Christensen, “Dual Transformation” and “From Resource Allocation to Strategy”
Discovery-Driven Planning with Rita Gunther McGrath The Clayton Christensen Tribute
Joseph L. Bower is the father of Resource Allocation theory included in his 1970 groundbreaking book, Managing the Resource Allocation Process.
He has been a leader in general management at Harvard Business School for over 5 decades where he is the Donald K. David Professor Emeritus.
He was Clayton Christensen’s doctoral thesis adviser and worked with Clay to develop and stress test his theories.
He is with us today to recognise his friend and revisit that famous 1995 article,
“Disruptive Technologies: Catching the Wave” that preceded the Innovator’s Dilemma
In a way this episode is a prequel to part one.
It is a great honour to welcome for the hour or Bower: Professor Joseph L. Bower