Liked It“A fresh look and perspective at some of the forces that drive business |
Didn’t Like It“Much too technical for the average business reader. I agree with his premise, but wonder if it was so buried in details that everybody missed it!” see full review » see other reviews » |
“A fresh look and perspective at some of the forces that drive business
A new way to look at the market maturity model”
“great book. its got 10-11 case studies. aleit a little dry at times. its extremely compelling. for anyone interested in changes and distruption in an industy - a must read.”
Joel L wrote this review Saturday, July 11 2009. ( reply | permalink ) Was this review helpful? Yes | No“Much too technical for the average business reader. I agree with his premise, but wonder if it was so buried in details that everybody missed it!”
Nick Woodall wrote this review Monday, May 4 2009. ( reply | permalink ) Was this review helpful? Yes | No“very good book. not just a timepass read though. you need to really read it like a curriculum book. but the concepts are exlpained very well with various illustrations that help us to understand how to deal with disruptive technologies”
shrinivas wrote this review Monday, December 8 2008. ( reply | permalink ) Was this review helpful? Yes | No“Christensen writes about this fundamental lesson: organizations who pay too much attention to their current customers may end up getting broadsided by disruptive changes in the market. Aileron recommends this book because Aileron believes that if you are future-focused, while simplifying your products and services, you will ensure profitability in the face of a slowing economy.”
Staging for Aileron wrote this review Monday, November 17 2008. ( reply | permalink ) Was this review helpful? Yes | No“More applicable for large companies trying to deal with disruptive technologies, but still has some interesting thoughts for entrepreneurs. I found the most helpful tips to be that no entrepreneur working on a disruptive technology can predict its potential market and that the best way to manage a company building a disruptive technology is to embrace discovering the unknown.”
SFan wrote this review Wednesday, November 12 2008. ( reply | permalink ) Was this review helpful? Yes | No“Started, didn't finish. Got close though. I had to read this for a class. It is pretty incredible. You can see the organizational mistakes your company is making while they make them. It doesn't really tell you how to solve the dilemma but makes it easier to recognize. A lot of the reading and examples are very dry but illustrative. Recapitulates same point over and over but otherwise very succinct.”
MetaKatea wrote this review Wednesday, November 5 2008. ( reply | permalink ) Was this review helpful? Yes | No“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“I listened to the abridged audiobook version of this title and found it helpful but dull. I had heard good things about this book from friends, and there is definitely wisdom to be gleaned from the book, but it felt like everything was over-explained. If you manage a company, you should make yourself aware of the concepts presented here, but I would recommend the abridged version.”
Timothy Gray wrote this review Friday, June 13 2008. ( reply | permalink ) Was this review helpful? Yes | No