An expert in management takes on the conventional wisdom about
disruption, looking at companies that proved resilient and offering
managers tools for survival. "Disruption" is a business buzzword
that has gotten out of control. Today everything and everyone seem
to be characterized as disruptive-or, if they aren't disruptive
yet, it's only a matter of time before they become so. In this
book, Joshua Gans cuts through the chatter to focus on disruption
in its initial use as a business term, identifying new ways to
understand it and suggesting new tools to manage it. Almost twenty
years ago Clayton Christensen popularized the term in his book The
Innovator's Dilemma, writing of disruption as a set of risks that
established firms face. Since then, few have closely examined his
account. Gans does so in this book. He looks at companies that have
proven resilient and those that have fallen, and explains why some
companies have successfully managed disruption-Fujifilm and Canon,
for example-and why some like Blockbuster and Encyclopedia
Britannica have not. Departing from the conventional wisdom, Gans
identifies two kinds of disruption: demand-side, when successful
firms focus on their main customers and underestimate market
entrants with innovations that target niche demands; and
supply-side, when firms focused on developing existing competencies
become incapable of developing new ones. Gans describes the full
range of actions business leaders can take to deal with each type
of disruption, from "self-disrupting" independent internal units to
tightly integrated product development. But therein lies the
disruption dilemma: A firm cannot practice both independence and
integration at once. Gans shows business leaders how to choose
their strategy so their firms can deal with disruption while
continuing to innovate.
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