A should-read book on innovation for knowledge workers and entrepreneurs.

An excellent work in the process of understanding and applying innovation. Although published almost 20 years ago, thus book provides several timeless tools to assist in the evaluation and prediction of the outcomes of innovative ideas.

Fantastic complement to The Innovator's Solution by the same author.
In my list of the best business books to read: http://albertoalopez.blogspot.com/201...

Perhaps my rating should be slightly less than OK, but that doesn't exist in the stars. Listening was tedious and I could not get past about 70% of the way through. I finally asked myself why I was forcing my self to allow this background noise that did not hold my interest. I shut it down. The points made in this book about distinguishing signals from noise, positioning organizations for response to threats and opportunities and the challenges faced by organizations due to size and resource limitations all make good sense and come through, but the discussions of each theory of innovation are so excruciatingly dense that it became too much to focus my attention any longer.

Learn how to notice the little things that make big changes in industries!

"Seeing What's Next" is an informative business book co-written by three authors (Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth) that tells readers about the seemingly trivial things in innovation processes that lead to vast improvements in certain company industries. Using the invention of the telephone as a major point to be taken, the authors provide techniques on how to spot disruptive elements that can make a big difference in a business.

The authors make it clear that most businesses either overlook hints of positive disruptions that improve their customer demands, or they simply ignore their lesser competitors' potentially disruptive inventions and systems brought into the competitive markets. Whatever the case, the businesses that fail to notice will lose out on improving their own systems and will struggle to fulfill their customers' requirements. Thankfully, this book provides great case studies of industries ranging from automotive, education, telecommunications, and even healthcare. The ways in which the companies from the respective industries found opportunities to successfully disrupt the status quo are all revealed and analyzed in an easy to understand manner, even for readers that do not have a strong business background.

I would have liked to see an exercise section to question readers on their views regarding the case studies. Although the first three chapters or so contain questions about the theories behind the art of seeking signs of industry disruption, they are too open-ended and frankly readers can easily skip them without missing any relevant information. Still, they are interesting questions nonetheless.

All in all, "Seeing What's Next" is a very well written book on a topic that scares most companies, yet it is a topic that they must look into if they want to succeed in the business game of disruption. Definitely essential reading for business book readers.

SEEINGS WHAT'S NEXT strikes as an excellent read for those in management positions in any industry. Not only do Christensen and company accomplish a concise and practical treatise, but they also do so at an incredibly approachable level. Anyone with the slightest bit of curiosity or excitement about innovation and/or entrepreneurship will find something valuable to learn from this book.

Highly recommended! This text is the third in the innovation management series featuring Clayton Christensen and associates. As with the Innovator's Dilemma and the Innovator's Solution, this is a text that you buy, mark up and keep for future reference. Every section of this book is loaded with actionable guidance in developing investment, business and product strategy.
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nClayton, et.al. clearly articulate the core processes of innovation theory and management: value chain evolution, asymmetric motivations and capabilities, value network analysis, effects of non-market forces and the backbone of it all - identifying sustaining and disruptive technologies and reacting appropriately to their presence.
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nIf you are responsible of business strategy and have not read this series of texts then you are missing a large number of analytic tools. You may be interested in more of my reviews at (http://www.biznessbriefs.com/reading-...).

Good application of the theories laid out in Christensen's et al earlier books. Perhaps best read some time after "Innovator's Solution", to benefit from spaced repetition. Although the book does not add entirely new frameworks, the application to specific industries adds nuance. For example, the health industry is presented as tiers of providers, from patients self-administering tests to nurses to GPs, to specialists and subspecialists, all increasingly moving upmarket as disruptive innovations make treatments easier to administer.
Also interesting were the detailed examples of "cramming" -- trying to place an immature innovation into too big and mature a market, as well as examples of how to analyze what processes a company is likely to excel at, and whether those help or hurt in co-opting innovation.
Well worth reading, although more for filling in detail rather than charting whole new ways of analysis.

I didn't come further than page 75. This does not interest me.

I think the outcome from this theory is hypotetical but that's what great writings are all about.

"Customers don't buy products, they buy a job".

I guess it was not the right time to read this book. I found it too academic for my needs and taste. It will probably be useful to C-suit and entrepreneurs whose full time job requires analyzing the market and see what's next.