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The cover of The Innovator's Solution

The Innovator's Solution

Clayton M. Christensen, Michael E. Raynor

Is there a way to grow a mature business as fast as investors demand without risking the whole company?

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At a glance

Author
Clayton M. Christensen, Michael E. Raynor

Why read it

  • You will stop deciding what to outsource by asking what your company does best today, a habit that led IBM into serious mistakes
  • You will learn how predictable forces, such as commoditization and moving up market, shape the choices managers face
  • You will understand how a disruptive business model lets newcomers, like minimills against integrated steel makers, beat their most powerful competitors

Who it is for

  • A corporate executive under pressure to find new growth
  • A product leader whose market is being undercut by cheaper rivals
  • A strategist deciding whether to outsource or integrate

Contents

  1. Chapter One: The Growth Imperative
  2. Overview
  3. Is Innovation a Black Box?
  4. The Forces That Shape Innovation
  5. Where Predictability Comes From: Good Theory
  6. The Outline of This Book
  7. Chapter Two: How Can We Beat Our Most Powerful Competitors?
  8. Overview
  9. The Disruptive Innovation Model
  10. Disruption at Work: How Minimills Upended Integrated Steel Companies
  11. The Role of Sustaining Innovation in Generating Growth
  12. Disruption Is a Relative Term
  13. A Disruptive Business Model Is a Valuable Corporate Asset
  14. Two Types of Disruption
  15. Shaping Ideas to Become Disruptive: Three Litmus Tests
  16. Appendix: A Brief Description of the Disruptive Strategies of the Firms in Figure 2-4
  17. Chapter Three: What Products Will Customers Want To Buy?
  18. Overview
  19. Pomp and Circumstances in Segmenting Markets
  20. Using Circumstance-Based Segmentation to Gain a Disruptive Foothold
  21. Innovations That Will Sustain the Disruption
  22. The Dangers of Asking Customers to Change Jobs
  23. Chapter Four: Who Are the Best Customers for Our Products?
  24. Overview
  25. New-Market Disruptions: Three Case Histories
  26. What Makes Competing Against Nonconsumption So Hard?
  27. Reaching New-Market Customers Often Requires Disruptive Channels
  28. Chapter Five: Getting the Scope of the Business Right
  29. Overview
  30. Integrate or Outsource?
  31. Product Architecture and Interfaces
  32. Competing with Interdependent Architecture in a Not-Good-Enough World
  33. Overshooting and Modularization
  34. From Interdependent to Modular Design—and Back
  35. The Drivers of Reintegration
  36. Aligning Your Architecture Strategy to Your Circumstances
  37. Being in the Right Place at the Right Time
  38. Chapter Six: How To Avoid Commoditization
  39. Overview
  40. The Processes of Commoditization and De-commoditization
  41. Core Competence and the ROA-Maximizing Death Spiral
  42. Good Enough, Not Good Enough, and the Value of Brands
  43. A View of the Automobile Industry’s Future Through the Lenses of This Model
  44. Appendix: The Law of Conservation of Attractive Profits
  45. Chapter Seven: Is Your Organization Capable of Disruptive Growth?
  46. Overview
  47. Resources, Processes, and Values
  48. The Migration of Capabilities
  49. Selecting the Right Organizational Home for a New Disruptive Business
  50. Creating New Capabilities
  51. Buying Resources, Processes, and Values
  52. The Costs of Getting It Wrong
  53. Chapter Eight: Managing the Strategy Development Process
  54. Overview
  55. Two Processes of Strategy Formulation
  56. The Crucial Role of Resource Allocation in the Strategy Development Process
  57. An Illustration of Resource Allocation in Strategy Making: The Case of Intel
  58. Match the Strategy-Making Process to the Stage of Business Development
  59. Managing Two Fundamentally Different Strategy Processes: A Rare and Tricky Skill
  60. Points of Executive Leverage in the Strategy-Making Process

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