The disruption dilemma / Joshua Gans.

By:

Gans, Joshua, 1968- [author.]

Material type: Text

TextPublisher: Cambridge, Massachusetts : The MIT Press, [2016]Copyright date: �2016Description: 1 online resource (ix, 166 pages)Content type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9780262333832
026233383X
9780262333849
0262333848

Subject(s):

Genre/Form:

Additional physical formats: Print version:: Disruption dilemma.DDC classification:

658.4/056 23

LOC classification:

HD49 .G36 2016eb

Online resources:

Click here to access online

Contents:

Preface -- Introduction -- What is disruption? -- Sources of disruption -- Predicting disruption -- Managing disruption -- Self-disruption -- Insuring against disruption -- Re-examining disruption -- Future of disruption -- Notes -- Index.

Summary: "Disruption" is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive - or, if they aren't become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption - Fujifilm and Canon, for example - while others like Blockbuster Video and Encyclopedia Britannica have not. Desparting from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from "self-disrupting" independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate--from dust jacket.

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Print version record.

Includes bibliographical references and index.

"Disruption" is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive - or, if they aren't become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption - Fujifilm and Canon, for example - while others like Blockbuster Video and Encyclopedia Britannica have not. Desparting from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from "self-disrupting" independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate--from dust jacket.

English.

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