Professional Documents
Culture Documents
by Clayton M. Christensen
Logan Buchanan October 6, 2005
Thesis
Well-managed companies often fail because because the very management practices that have allowed them to become industry leaders also make it extremely difficult for them to develop the disruptive technologies that ultimately steal away their markets.
p.265
Overview
Characteristics of goods companies Why they fail anyway Case studies How to succeed Related KM Issues
Case Studies
Primary takes examples from the disk drive industry. Equates this to studying fruit flies Steel minimills Mechanical excavator industry Motorcycles Insulin Department and discount stores
How did the successful managers harness these principles to their advantage?
1. Embedded projects to develop and commercialize disruptive technologies within an organization whose customers needed them 2. Projects in organizations small enough to get excited about small opportunities and wins 3. Planned to fail early and inexpensively in the search for the markets for a disruptive technology 4. Utilized the organizations resources, but maintained independent values and processes 5. Found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough
Related KM Issues
Values & Beliefs
Values and beliefs are integral to knowledge, determining in large part what the knower sees, absorbs, and concludes from his observations [] The power of knowledge to organize, select, learn, and judge comes from values and beliefs as much as, and probably more than, from information and logic. Davenport and Prusak, p 12
Lost innovation
Steve Jobs, Xerox PARC & the graphical interface computer - Davenport and Prusak, p 59