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The Innovator's Guide to Growth: Putting Disruptive Innovation to Work
More than a decade ago, Clayton Christensen's breakthrough book The Innovator's Dilemma illustrated how disruptive innovations drive industry transformation and market creation. Christensen's research demonstrated how growth-seeking incumbents must develop the capability to deflect disruptive attacks and seize disruptive opportunities.
In The Innovator's Guide to Growth , Scott Anthony, Mark Johnson, Joseph Sinfield, and Elizabeth Altman take the subject to the next level: implementation. The authors explain how to create this crucial capability for unlocking disruption's transformational power.
With a foreword by Christensen, this book provides a set of market-proven tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems. The book shows you how to:
Follow a market-proven process -- so your company can reliably create blockbuster businesses
Create structures, systems, and metrics -- so the disruptive innovations that will power your firm's future growth receive the funding and personnel needed to succeed
Create a common language of disruptive innovation -- so managers can reach consensus around counterintuitive courses of action
Incisive and practical, this book helps your company take the steps necessary to benefit from disruption -- instead of being eclipsed by it.
In The Innovator's Guide to Growth , Scott Anthony, Mark Johnson, Joseph Sinfield, and Elizabeth Altman take the subject to the next level: implementation. The authors explain how to create this crucial capability for unlocking disruption's transformational power.
With a foreword by Christensen, this book provides a set of market-proven tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems. The book shows you how to:
Follow a market-proven process -- so your company can reliably create blockbuster businesses
Create structures, systems, and metrics -- so the disruptive innovations that will power your firm's future growth receive the funding and personnel needed to succeed
Create a common language of disruptive innovation -- so managers can reach consensus around counterintuitive courses of action
Incisive and practical, this book helps your company take the steps necessary to benefit from disruption -- instead of being eclipsed by it.
- GenresBusinessNonfiction
320 pages, Hardcover
First published May 27, 2008
19 people are currently reading
531 people want to read
About the author
Scott D. Anthony
17 books81 followersScott D. Anthony is the managing partner of the innovation and growth consulting firm Innosight. Based in Innosight's Singapore office, he also leads its venture capital investment arm (Innosight Ventures). His most recent books are The Little Black Book of Innovation and the new HBR Single, Building a Growth Factory. Follow him on Twitter at @ScottDAnthony.
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Displaying 1 - 4 of 4 reviews
December 10, 2008
The last time I checked, Amazon offers 53,570 books on the subject of innovation in business. So, what do the authors of this book offer that is new? In fact, as I intend to indicate, they offer a great deal and much of the credit must be given to Scott Anthony who is a long-time and close associate of Clayton Christensen's and co-author with him of Seeing What's Next: Using Theories of Innovation to Predict Industry Change. The author of The Innovator's Dilemma and The Innovator's Solution (with Michael E. Raynor), Christensen wrote the Foreword to this volume in which Anthony and his co-authors (Mark Johnson, Joseph Sinfield, and Elizabeth Altman) explain why and how taking "the right steps and putting in place the right structures can allow managers and entrepreneurs to improve significantly their odds of creating profitable growth businesses. This view contrasts with a prevailing stream of thinking that innovation is random and requires creative genius."
This last sentence caught my eye because I have just read a book by Geoff Colvin, Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else. In Chapter Nine, Colvin suggests that two views characterize what most of us know "that just ain't so" about innovation and creativity. "One is that creative ideas come to us in the way a famous one came to Archimedes, in a eureka moment when everything suddenly becomes clear...The other thing we all think we know about creativity is that it can be inhibited by too much knowledge. We often say that someone is `too close to the problem' to see the solution. The broader principle is that if you know too much about a situation, a business, a field of study, then you can't have the flash of insight that is available only to someone unburdened by a lifetime of immersion in the domain." Colvin's repudiation of both views is best revealed within the narrative, in context. His point is, that great innovators (e.g. those who devise disruptive technologies) aren't burdened by knowledge, they're nourished by it. For them (with very rare exception), innovation doesn't strike, it grows. Therefore, innovation requires a culture within which to thrive.
This last sentence caught my eye because I have just read a book by Geoff Colvin, Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else. In Chapter Nine, Colvin suggests that two views characterize what most of us know "that just ain't so" about innovation and creativity. "One is that creative ideas come to us in the way a famous one came to Archimedes, in a eureka moment when everything suddenly becomes clear...The other thing we all think we know about creativity is that it can be inhibited by too much knowledge. We often say that someone is `too close to the problem' to see the solution. The broader principle is that if you know too much about a situation, a business, a field of study, then you can't have the flash of insight that is available only to someone unburdened by a lifetime of immersion in the domain." Colvin's repudiation of both views is best revealed within the narrative, in context. His point is, that great innovators (e.g. those who devise disruptive technologies) aren't burdened by knowledge, they're nourished by it. For them (with very rare exception), innovation doesn't strike, it grows. Therefore, innovation requires a culture within which to thrive.
March 29, 2013
A must-read book on innovation for knowledge workers and entrepreneurs.
June 7, 2021
(The English review is placed beneath the Russian one)
Довольно странная книга. Или может быть сам вопрос, на который пытается ответить эта книга, не подразумевает конкретики. В любом случаи всё то время пока я читал эту книгу, меня не покидало ощущение, что намного лучше прочесть первые 50-70 страниц книги «Стратегия голубого океана».
Возможно, книга понравится тем, кто прочитал не так много книг по маркетингу или по бизнесу в целом, ибо всё то, о чём пишет автор, можно легко найти в других книгах, которые были изданы ещё в XX веке. Да и невозможно не увидеть, что автор растягивает одну-две идеи на целую книгу. И получилось у него это не очень удачно.
Во-первых, автор чуть ли не половину книги рассуждает о том, что некоторые компании, стараясь ещё больше удовлетворить своих клиентов, выпускают на рынок продукт, который обладает хоть и более лучшими характеристиками (чем предыдущий), но который стоит при этом дороже. Но что самое главное, потребители не готовы платить дополнительную цену за это улучшение, предпочитая довольствоваться предыдущей моделью. В качестве примера автор приводит инсулин, который производился с помощью животного материала. Новый и улучшенный инсулин уже не изготавливался из материалов животных и был более чище, чем предыдущий. Беда лишь только в том, что клиентов вполне удовлетворяло качество предыдущего товара. Чего им не хватало, так это простоты в использовании, т.к. использование инсулина подразумевает ежедневные инъекции. Поэтому в итоге, компания, которая выпустила на рынок более чистый инсулин, который не базировался на животном происхождении, потерпел неудачу, т.к. клиенты посчитали дополнительную сумму не стоящую предлагаемых выгод. В свою очередь компания, которая предложила инновационный способ введение инсулина, захватила существенную долю рынка. Этот пример коротко пересказывает суть первой половины книги.
Вторая идея, ещё более прозаическая и заключается она в том, что для поиска инноваций компаниям следует проследить за тем, как потребители используют их товары. Эта идея настолько базовая, что маркетологи должны, по определению, быть знакомы с нею. Об этом пишут не только в каждой третьей-четвёртой книге по маркетингу, но и Ф. Котлер в своей знаменитой книге «Маркетинг. Менеджмент» (вроде, также и в книге «Принципы маркетинга») пишет об этом.
10% занимают в этой книге только что описанные мною идеи и 90% составляют пространные рассуждения, повторы и вода, т.е. бесполезный текст.
It's a pretty strange book. Or maybe the very question this book is trying to answer is not concrete. In any case, the whole time I was reading this book, I had the feeling that it was much better to read the first 50-70 pages of "Blue Ocean Strategy".
Perhaps the book will appeal to those who have not read many books on marketing or business in general because everything the author writes about can easily be found in other books that were published in the 20th century. And it is impossible not to see that the author extends one or two ideas into a whole book. And he did it not very well.
First, the author spent almost half of the book talking about the fact that some companies, trying to satisfy their customers even more, put on the market a product that has even better features (than the previous one) but which costs more. Most importantly, consumers are not willing to pay the extra price for this improvement, preferring to settle for the previous model. As an example, the author mentions insulin, which was produced with animal material. The new and improved insulin was no longer made from animal material and was purer than the previous one. The only problem was that the customers were quite satisfied with the quality of the previous product. What they lacked was the ease of use since insulin use meant daily injections. So, in the end, the company that brought to market purer insulin, which was not based on animal origin, failed because customers considered the extra cost not worth the benefits offered. In turn, the company that offered an innovative way to inject insulin captured significant market share. This example briefly recapitulates the essence of the first half of the book.
The second idea, even more prosaic, is that to find innovation, companies should look at how consumers use their products. This idea is so basic that marketers should, by definition, be familiar with it. This is written not only in every third or fourth book on marketing but also by Philip Kotler in his famous book "Marketing. Management" (I think, also in the book "Principles of Marketing") writes about it.
10% of this book is just the ideas I described, and 90% is just long discussions, repetition, and empty words.
Довольно странная книга. Или может быть сам вопрос, на который пытается ответить эта книга, не подразумевает конкретики. В любом случаи всё то время пока я читал эту книгу, меня не покидало ощущение, что намного лучше прочесть первые 50-70 страниц книги «Стратегия голубого океана».
Возможно, книга понравится тем, кто прочитал не так много книг по маркетингу или по бизнесу в целом, ибо всё то, о чём пишет автор, можно легко найти в других книгах, которые были изданы ещё в XX веке. Да и невозможно не увидеть, что автор растягивает одну-две идеи на целую книгу. И получилось у него это не очень удачно.
Во-первых, автор чуть ли не половину книги рассуждает о том, что некоторые компании, стараясь ещё больше удовлетворить своих клиентов, выпускают на рынок продукт, который обладает хоть и более лучшими характеристиками (чем предыдущий), но который стоит при этом дороже. Но что самое главное, потребители не готовы платить дополнительную цену за это улучшение, предпочитая довольствоваться предыдущей моделью. В качестве примера автор приводит инсулин, который производился с помощью животного материала. Новый и улучшенный инсулин уже не изготавливался из материалов животных и был более чище, чем предыдущий. Беда лишь только в том, что клиентов вполне удовлетворяло качество предыдущего товара. Чего им не хватало, так это простоты в использовании, т.к. использование инсулина подразумевает ежедневные инъекции. Поэтому в итоге, компания, которая выпустила на рынок более чистый инсулин, который не базировался на животном происхождении, потерпел неудачу, т.к. клиенты посчитали дополнительную сумму не стоящую предлагаемых выгод. В свою очередь компания, которая предложила инновационный способ введение инсулина, захватила существенную долю рынка. Этот пример коротко пересказывает суть первой половины книги.
Вторая идея, ещё более прозаическая и заключается она в том, что для поиска инноваций компаниям следует проследить за тем, как потребители используют их товары. Эта идея настолько базовая, что маркетологи должны, по определению, быть знакомы с нею. Об этом пишут не только в каждой третьей-четвёртой книге по маркетингу, но и Ф. Котлер в своей знаменитой книге «Маркетинг. Менеджмент» (вроде, также и в книге «Принципы маркетинга») пишет об этом.
10% занимают в этой книге только что описанные мною идеи и 90% составляют пространные рассуждения, повторы и вода, т.е. бесполезный текст.
It's a pretty strange book. Or maybe the very question this book is trying to answer is not concrete. In any case, the whole time I was reading this book, I had the feeling that it was much better to read the first 50-70 pages of "Blue Ocean Strategy".
Perhaps the book will appeal to those who have not read many books on marketing or business in general because everything the author writes about can easily be found in other books that were published in the 20th century. And it is impossible not to see that the author extends one or two ideas into a whole book. And he did it not very well.
First, the author spent almost half of the book talking about the fact that some companies, trying to satisfy their customers even more, put on the market a product that has even better features (than the previous one) but which costs more. Most importantly, consumers are not willing to pay the extra price for this improvement, preferring to settle for the previous model. As an example, the author mentions insulin, which was produced with animal material. The new and improved insulin was no longer made from animal material and was purer than the previous one. The only problem was that the customers were quite satisfied with the quality of the previous product. What they lacked was the ease of use since insulin use meant daily injections. So, in the end, the company that brought to market purer insulin, which was not based on animal origin, failed because customers considered the extra cost not worth the benefits offered. In turn, the company that offered an innovative way to inject insulin captured significant market share. This example briefly recapitulates the essence of the first half of the book.
The second idea, even more prosaic, is that to find innovation, companies should look at how consumers use their products. This idea is so basic that marketers should, by definition, be familiar with it. This is written not only in every third or fourth book on marketing but also by Philip Kotler in his famous book "Marketing. Management" (I think, also in the book "Principles of Marketing") writes about it.
10% of this book is just the ideas I described, and 90% is just long discussions, repetition, and empty words.
July 8, 2008
Well organized "How-to" summary of concepts from The Innovators Dilemma, The Innovators Solution and Seeing What's Next as well as numerous papers and articles.
Not a good 'beach book' which is where I read it!
Not a good 'beach book' which is where I read it!
Displaying 1 - 4 of 4 reviews