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The Innovator's Dilemma 3 Solutions and recommendations Clayton M' Christensen

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Title: The Innovator's Dilemma 3 Solutions and recommendations Clayton M' Christensen


1
The Innovator's Dilemma 3 -Solutions and
recommendationsClayton M. Christensen
Summary by Martina Stulken Innovationsmanageme
nt, 26th of May.
2
Survey
  • Its difficult to correctly planning the market
    for disruptive technologies
  • Some examples from companies who have experience
    in this case
  • What do the text (Christensen) think about this?
  • Some stuff to discuss

3
Survival by suicide the example from
Hewlett-Packards laser jet and ink-jet printers
  • In the middle 1980s HP began building a
    business around laser jet printing technology
  • An alternative way of translating digital signals
    into on paper appeared the ink-jet technology
  • Laser jet versus ink-jet
  • Why one of HPs business may in the end, have
    killed another

4
Identifying the market for the hp 1.3-Inch
Kittyhawk drive
  • HP were one of the least to introduce the 3.5
    Inch drive and attempt with the 1.3 Inch drive
    to lead a disruptive technology, this was in year
    1991.
  • Kittyhawks finder saw a huge potential market for
    the driver.
  • To meet the ruggedness demanded in in the target
    market of PDAs and electronic notebooks,
    Kittyhawk was equipped with an impact sensor.
  • Kittyhawks technical development went according
    plans but the development of applications for it
    didnt.
  • But there was a market for the Kittyhawk
    companies who was producing mass-market video
    game system inquired large volumes.
  • HP withdrew Kittyhawk from the market in late
    1994.

5
Failed Ideas versus Failed Business
  • A big difference between the failure of an idea
    and the failure of a firm.
  • A big majority of successful new business change
    their initial plans when they begin implementing
    them and found out what would and would not work
    in the market.
  • The most important task is not to guess the right
    strategy at the beginning, its even more
    important to conserving enough resources so that
    its possible to give the business initiatives a
    second try.

6
Failed Ideas and Failed Managers
  • Rightly or wrongly, individual managers in most
    organizations believe they cannot fail.
  • Difference in the way leaders act in sustaining
    and disruptive technologies.

7
Plans to Learn versus Plans to Execute
  • Failure is hard to avoid when you are searching
    for initial market applications for disruptive
    technologies.
  • In sustaining technologies generally plans must
    be made before action is taken.
  • In disruptive situations action must be taken
    before careful plans are made. There must be
    plans for learning rather than plans for
    implementation.

8
Creating Capabilities through a spin-out
Organization
  • Spin-out organization a separate organization
    in the organization.
  • A separate organization is required when the
    mainstream organization values would render it
    incapable of focusing resources on the
    innovations project.

9
Fitting an Innovations requirement with the
Organiztions Capabilities
10
Summary
  • Questions that managers should answering
  • 1 Do we have the required resources to succeed?
  • 2 Does the organization have the processes and
    values to succeed?
  • Understanding problems is the most important step
    for solving them.

11
  • Thank you, for your attention!
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