This book aims to assist anyone trying to transform their business. In this book, Clayton Christensen and Michael Raynor pose questions in each chapter, which they answer. Each chapter has diagrams and graphs to assist the reader in understanding the concepts being covered.

This book was very informative and is a must-read for any senior manager or entrepreneur.

the first 30-40% of the book is good. It repeats many of the conclusions from the first book. Those early chapters carry the whole value of the book. The rest of the book was hypothetical "management consulting theory" which seemed like cheap advice with little logical or scientific rationale. They use the "be confident" trick to sell this cheap advice; but it is obvious that it is nothing but "cheap advice". It seems C. Christensen developed the process of selling books and he has been repeating that proces since the pbulication of the first book; which I generally do recommend. But of course mean regression means that it is hard to pull-of another good book; so these ones are more on the average side. 2 points for the first few chapters. minus 3 for the rest. The book could probably have been 100 pages long instead of 300. 50-100 pages are just footnotes. It seems he really tried to make the book more than those 100 pages.

RIP my dear faculty Clayton. Your books and wisdom will always guide my way. Innovation's solution is the second book if you haven't read Innovator's Dilemma. But if you are looking for smart solutions after you have created and relatively stabilized your new business, you can start from this one.

a very interesting business book about disruption and innovation, including what established firms can do to remain leaders

Anda bingung membedakan merek maupun kualitas tas yang akan anda beli berikut anda bisa baca perbedaan masing-masing tas wanita yang lagi trend tahun 2016

Tas wanita branded kw1, super, premium atau semiori kini semakin akrab di dunia fashion untuk kategori tas branded. Apa sih perbedaan tas wanita kualitas kw 1, tas super, semi premium dan tas premium bahkan dengan kualitas tas branded yang namanya agak sedikit janggal yaitu “semiori” (tapi harga tetap murah dan gak semi ori daripada yang ori hehe). Sebelum kita melangkah lebih jauh yang jelas kesemuanya itu adalah tas branded replika dari tas branded-branded yang popular seperti tas branded victoria beckham, tas branded Louis vuitton atau Lv, tas branded hermes dan tas branded lainnya dari merek-merek tas terkenal.

Apa itu tas replika, tas replika atau sebutan lainnya tas kw branded merupakan tas palsu dari merek-merek tas terkenal yang kita sebutkan sebelumnya. Tentunya tidak diproduksi secara legal oleh pemilik aslinya, yang kebanyakan diproduksi oleh Negara-negara hongkong atau china. Sebelum kita teruskan, buatan china tidak semuanya palsu juga sih, cuman kebetulan tas wanita replika ini kebanyakan berasal dari Negara tersebut, karena ada banyak juga merek-merek branded original yang diproduksi di China dengan alasan untuk memangkas ongkos produksi, apa saja merek-merek terkenal yang diproduksi di China ini, mungkin nanti akan kita bahas di lain artikel.

Diantara para wanita pembeli tas branded kw, tas branded super, tas branded premium dan tas branded semiori ini tidak sedikit yang bertanya apa sih beda dari istilah-istilah kualitas tas replika branded ini?

Tas Wanita Branded Kw 1 harga pabrik

Dulu sebelum kita mengenal tas kw kw-an seperti super, premium dan semiori, mungkin sebutan untuk tas kw atau tas replika ini adalah tas branded kualitas kw3, kw2 dan kw1 seiring dengan pertumbuhan tas versi kw yang semakin pesat dengan berbagai model tas terbaru, cantik dan lebih berkualitas, maka sekarang tas model kw 2, atau kw 3 sudah jarang disebutkan, walaupun tas-tas kw 2 atau kw 3 ini masih bayak dijual di toko-toko tas wanita branded kw. Biasanya modelnya kurang bagus atau ukurannya sangat kecil dan bahannya kurang bagus tapi sudah cukup memuaskan bag para pencari tas wanita branded murah. Sedangkan tas wanita branded kw1 biasanya lebih baik kualitasnya dari kw 2 dan 3, bahannya rata-rata kulit sintetis atau kanvas tipis, tapi makin kesini model-model tas branded untuk wanita dengan kualitas kw 1 semakin cantik.

Biasanya dijual tanpa aksesoris dan tanpa serti, tanpa dustbag dan harganya murah biasanya di bawah 240rb keltika artikel ini ditulis ya :D. Di atas kualitas tas wanita branded kw 1 ini muncul tas wanita branded semi super yang ditandai biasanya dengan bahan yang sedikit lebih bagus, jahitan sedikit lebih rapih, dilengkapi dustbag dan bebrepa dilengkapi serti, dan kita banyak jual tas branded wanita semisuper ini lho, untuk memberikan kualitas dengan harga tas wanita yang masih dibilang cukup murah. Karena tentu saja bila kita sangat suka mengoleksi tas, daripada beli tas mahal tapi tiap dua bulan kita bosan, yah pilihannya adalah tas branded murah dengan kualitas kw 1 atau yang kualitas kw semisuper (di Tahun 2015 semakin jarang ditemukan l

Really amazing book, full of a lot of management, strategy, leadership, and business insights backed with a great amount of case studies and research from the authors. It presents a new and clear way of creating disruptive innovations and also how to make them sustainable.
All mentioned points and guidelines could be put immediately into practice and that makes the book very practical and helpful. The main aspects that intrigued me the most are finding the jobs-to-be-done of the customers, competing with non-consumption, and creating new channels under the radar of your competitors.
In a nutshell, I strongly recommend reading the book.

Kkn

A few nuggets wrapped in so much business-speak that it's genuinely hard to read. There's only so many times I can hear terms like "enhancing shareholder value," "new-market disruptive growth businesses," and "earn attractive returns on lower gross margins" before my eyes glaze over. I found myself tuning in and out, and would suddenly realize that I remembered nothing from the last 20 minutes of reading.

Also, like so many business books, it's not clear if this book gives you tools that are predictive (i.e., useful in the future) or merely observational (i.e., are just describing something that happened in the past). The parts that lovingly describe the innovation of RIM and the Blackberry, and then not long after, explain that the camera phone likely has no future, make me doubt some of the "theoretical models" proposed in this book.

Nevertheless, there is a bit of good content hidden in these pages:

* The problem discussed in The Innovator's Dilemma, where large, established companies can rarely create new innovations and get disrupted by newcomers, is rarely caused by a lack of ideas. The real problem is usually in how ideas are selected and shaped. When some new product idea comes along and disrupts a large established company, in many cases, that large company had known about that idea all along, and had perhaps even tried to build it themselves, but failed to do so due to the way the company prioritized, funded, and developed products. In other words, the ability of big businesses to innovate is limited by process, not creativity.

* The main way to create a "disruptive" product is to (a) come up with a technology or approach that gives a market segment access to a product they could never access before and then (b) gradually improve the technology more and more to move "up market" and capture more and more market share. In the first stage, your product can be worse than your competitors, as you're actually competing against non-usage: that is, the customers in that segment can't use any of the alternative products (e.g., because they are too expensive or require too much expertise), so they'll still gladly buy your inferior product. Moreover, this segment usually offers lower margins and will seem like a small market, so your larger competitors will often gladly abandon that market to you so they can chase higher margin opportunities elsewhere. Once you've established a foothold in that market segment, the second stage is to start improving your technology and moving "up market," gradually capturing more and more demanding market segments. By the time the competitor realizes what has happened, your lead with the new technology will be too great for them to overcome.

* Segment markets by the situation (i.e., the problem to be solved) and not by the attributes of the customer or product. For example, if you were selling milkshakes, you might be tempted to segment the market into people who like thick milkshakes vs thin ones, sweet vs non sweet, etc. This is not as effective as segmenting the market by what problem people are trying to solve when they choose to buy (or not buy!) a milkshake: e.g., the person who has a long commute or the parent who wants to buy their kids a treat. If you segment based on the problem to be solved, you'll realize that the attributes of the product only matter in terms of how they help to solve that problem: e.g., for the commuter, you'll want a product that can last through a long commute (thick!) and can be eaten with one hand, while driving, without making a mess (a nice container with a straw). You'll also realize that your competitors aren't just other milkshakes, but other foods commuters might consider, such as bagels, egg sandwiches, donuts, etc.

* Integrated vs modular design is determined by whether the technology is "good enough." For example, computers in the 60s and 70s weren't fast enough, so the most successful companies tended to be integrated, building all the parts and software themselves to eke out every possible gram of performance. However, as hardware improved, computers offered way more performance than a typical customer could use, which opened the door for modular parts and outsourcing. Modular design is always a compromise, but if you have performance to spare, it offers advantages in terms of time to market and margins that make it worthwhile. Each time this happens, the integrated solutions have to move up market to the most demanding market segments that are still competing on performance.

* Your company's cost structure plays a major role in determining your values and culture. That is, most companies will never prioritize work that results in lower profit margins. As a result, the products that your company will build, the customers you'll approach, the people you hire, and many other aspects are all derived from the type of profits you hope to generate; this fact is so pervasive that it becomes hard to see, as you won't even consider other options. Therefore, think about cost structure very carefully!

* Design your company so your *ideal* customers can deliver the profits you need. That is, (a) figure out which customers you're really after, (b) figure out the type of profit margins you want in your business, and then (c) make sure that the products you build can deliver the type of profits you're after when sold to your ideal customers. The worst thing that could happen is that your ideal customer is ready to sign, but the deal would not be profitable enough if you signed them!

Having written down my take aways, I must say that this is yet another business book that would've worked better as a long blog post or talk...

A great theory based strategy to achieve sustainable dirsuptive innovation and growth both applicable to startup founders as well to corporate innovators and executives.

Really interesting and insightful!

Though not amongst the most popular of Clayton Christensen's classics, The Innovator's Solution could certainly be rated over its parent-work - The Innovator's Dilemma - for two reasons: first, it offers an actionable sequence of steps for senior management grappling with disruptive innovation; second, it details all the key concepts and examples laid out in the original work, obviating the need for reading it. For any business to create a new growth opportunity, there exists three distinct routes ahead of senior management - low-end disruption, new-market disruption, and sustaining innovation. The book starts-off by adding a new dimension to the existing disruptive model defined by Christensen in his earlier work, and this refined model underpins much of the discussion that follows.

That said, the cases presented might seem a little outdated to those who would expect contemporary applications of the theory. But the principles have only gotten stronger with time, especially in this age of Digital transformation where companies constantly struggle to find new avenues of growth.

A tool for every transformation manager

The book has helped me to better understand the current challenges I am facing to drive business innovation in the company I work for and provided ideas and tools to achieve the sustaining and disruptive targets set.