Clayton M. Christensen: News

“Only the general manager can mold the resources, processes, and values that affect innovation, into a coherent capability to develop and launch superior new products and services repeatedly.”

Clayton M. Christensen

Clayton M. Christensen (1999) Innovation and the general manager. p. 2
1990s

“[There is a distinguishes between] low-end disruption which targets customers who do not need the full performance valued by customers at the high end of the market and "new-market disruption" that targets customers that could previously not be served profitably by the incumbent.”

Clayton M. Christensen

Christensen (2003) The Innovator's Solution. p. 22-23
2000s

“Disruptive technologies typically enable new markets to emerge. There is strong evidence showing that companies entering these emerging markets early have significant first-mover advantages over later entrants.”

Clayton M. Christensen

Source: 1990s, The Innovator's Dilemma (1997), p. 3; cited in: Parminder Bhachu (2004), Dangerous Designs: Asian Women Fashion, the Diaspora Economies. p. 172

Strong

“Low-end disruption occurs when the rate at which products improve exceeds the rate at which customers can adopt the new performance.”

Clayton M. Christensen

Christensen cited in: Philip Kotler, John A. Caslione (2009) Chaotics: The Business of Managing and Marketing in the Age of Turbulence. p. 23
2000s

“We contest the conclusions of scholars such as Tushman and Anderson (1986), who have argued that incumbent firms are most threatened by attacking entrants when the innovation in question destroys, or does not build upon, the competence of the firm. We observe that established firms, though often at great cost, have led their industries in developing critical competence-destroying technologies, when the new technology was needed to meet existing customers’ demands.”

Clayton M. Christensen

Clayton Christensen and Joseph L. Bower. (1996) "Customer power, strategic investment, and the failure of leading firms", Strategic Management Journal, Vol. 17(3), pp. 199 as cited in: C.G. Sandström (2010) A revised perspective on Disruptive Innovation p. 8
1990s

Question

“The technological changes that damage established companies are usually not radically new or difficult from a technological point of view. They do, however, have two important characteristics: First, they typically present a different package of performance attributes—ones that, at least at the outset, are not valued by existing customers. Second, the performance attributes that existing customers do value improve at such a rapid rate that the new technology can later invade those established markets.”

Clayton M. Christensen

Clayton M. Christensen, (January 1995). "Disruptive Technologies Catching the Wave". Harvard Business Review: P 3.
1990s

Change