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《《Six Keys to Building New Markets by Unleashing Disruptive Innovation — HBS W》.pdf

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《《Six Keys to Building New Markets by Unleashing Disruptive Innovation — HBS W》.pdf

Six Keys to Building New Markets by Unleashing Disruptive Innovation — HBS Working Knowledge Six Keys to Building New Markets by Unleashing Disruptive Innovation Published: March 10, 2003 Authors: Clayton M. Christensen, Michael E. Raynor , and Scott D. Anthony Managers today have a problem. They know their companies must grow. But growth is hard, especially given todays economic environment where investment capital is difficult to come by and firms are reluctant to take risks. Managers know innovation is the ticket to successful growth. But they just cant seem to get innovation right. When companies keep improving their existing products and services to meet their best customers needs, they eventually run into the innovators dilemma. By doing everything right, they create opportunities for new companies to take their markets away. Established companies historically have struggled when trying to create new markets. Success seems fleeting and unpredictable. Recent research indicates these problems are systemic. Most companies that are started fail. Of those that succeed, most cannot sustain robust growth for more than a few years. Companies need a way to unlock the process of innovation and create innovation-driven growth businesses again and again. How can managers increase the probability that their decisions will lead to success? Now more than ever, managers need robust theories— statements of what causes what, why, and in what situation—to guide their decision making around innovation. Managers typically grow impatient when we tell them this. Theory? they say. That sounds like theoretical. That sounds like impractical. But theory is eminently practical. Managers are the worlds most voracious consumers of theory. Every plan a manager makes, every action a manager takes, is based on some implicit understanding of what causes what and why. The problem is, managers all too frequently use a one-size-fits-all theory. But the ground beneath t