Innovation and General Manager

Author: Clayton M. Christensen
Publisher:
Publish Date: 2005-08-01
Features: Reviews from students of the "Innovation and the General Manager" course:
On the surface, Clayton Christensen and his "Innovation and the General Manager" course appear to be an engaging survey of technological evolution across various industries. Dig deeper, and you'll find a truly profound set of theoretical principles that help us grasp the dynamics of product innovation in industries ranging from disk drives to dishwashing detergent. Without a doubt, this is one of the most notable and useful courses I have taken at Harvard Business School. —Jeffrey T. Severts, New Product Marketing Manager, General Mills
From disk drives to real estate to high-tech products, the course explores vivid examples of both success and failure in innovation. As a result, the theoretical principles derived to guide managers are not obscure but rather clear and concise. The course is based on striking, unforgettable case studies and features lively discussions, many of which offer insights and ideas I have never encountered elsewhere. —Harris Morris, Bain & Company
The concepts and frameworks embedded in the "Innovation and the General Manager" course have been eye-opening for me. These courses were entirely new to me, yet I found the cases to be simple and well-explained, with sharp, industry-specific insights consistently emerging. Whenever people want to do something entirely new, they tend to draw lessons from these courses. —Michael W. McCue, AFL Communications, Alcoa Inc.
As a student of the course, I was deeply captivated by the insights into the challenges of managing disruptive and branch technologies. Now, as a consultant, I find that the central focus of these issues aligns with our clients'. —James Wyner, McKinsey & Company
As global market conditions continue to evolve, the challenges businesses face in managing innovation become increasingly complex. To address these challenges, the first task for managers is to accurately identify the problem. This book, from the perspective of the general manager, explores various issues in corporate innovation management, conducts in-depth analyses of cases from over a dozen industries, and summarizes effective methods and approaches for identifying and solving problems. The book consists of five parts and 30 chapters. Part I analyzes case studies of innovation management in the disk drive and steel industries, discussing the strategic choices companies face in improving technology and undergoing disruptive transformations within a value network. It helps readers understand the reasons behind the innovation management challenges they encounter. Part II explores how to find new markets for new and disruptive technologies, guiding readers to establish criteria for evaluating innovative product market ideas. Part III examines the integration of strategy and innovation, revealing the deep-seated reasons why innovative products and services launched by companies often deviate from the strategies managers intend. Part IV, by examining the duality of core competencies, helps managers understand and build organizational innovation capabilities. Part V analyzes various aspects of technology strategy, including the timing for companies to become technology leaders or followers, as well as the drivers for vertical decentralization. Descriptions of many industry and corporate cases are woven throughout the book, with case analyses and theoretical explanations presented in an accessible manner.
This book is suitable for faculty and graduate students in MBA and business management programs at universities across the country, middle and senior-level managers and professional managers in enterprises, as well as training materials for managers in various industries. It can also serve as a reference for industry and enterprise researchers interested in innovation management.