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Liked It “Clayton M. Christensen’s first book, The Innovator’s Dilemma, was a work of impressive insight and originality. His second, The Innovator’s Solution, was somewhat less insightful but added a necessary extension to the first by telling readers how they might begin to extricate themselves from the...” see full review » see other reviews » |
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“Clayton M. Christensen’s first book, The Innovator’s Dilemma, was a work of impressive insight and originality. His second, The Innovator’s Solution, was somewhat less insightful but added a necessary extension to the first by telling readers how they might begin to extricate themselves from the dilemma of industry disruption caused by an upstart innovation. The current book is a dense, harder to read compilation of the first two books, with added theoretical insights. Christensen and co-authors Scott D. Anthony and Erik A. Roth tell readers how to use theories of innovation to predict change. getAbstract.com applauds the effort. Don’t miss the helpful appendix that summarizes the previous two books.”
getAbstract wrote this review Friday, October 31 2008. ( reply | permalink ) Was this review helpful? Yes | No
“This is another fantastic book from Christensen, following up on his The Innovators Dilemma and The Innovators Solution. Clayton is one of a few management thinkers who understands the importance of theory, much like economists. He has very useful chapters on how to develop and test a theory.”
Ron B wrote this review Tuesday, February 12 2008. ( reply | permalink ) Was this review helpful? Yes | No
“An amazing book about innovation and discovering new trends in Business.”
varunverma wrote this review Tuesday, August 21 2007. ( reply | permalink ) Was this review helpful? Yes | No
“By the author of "The Innovator’s Dilemma" and "The Innovator’s Solution", "Seeing What’s Next" gives new business entrants (upstarts) and incumbents a theory-based set of tools to understand and use disruptive innovations. One of the strategies for upstarts is to target non-core customers of the incumbents. These come in three categories (overshot, undershot and non-customers) and by targeting these customers entrants can avoid direct confrontation, while developing skills and expertise in areas outside the core business of the incumbents. Once the entrants have grown “under the radar”, they can grow to directly confront the incumbents.
Harold wrote this review Saturday, October 14 2006. ( reply | permalink ) Was this review helpful? Yes | No
If you haven’t read the Innovator’s Dilemma or The Innovators Solution, you can jump right in to this book. It’s an excellent strategic perspective for start-up businesses.”
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