The innovators Dilemma by Aki Inoue Anuar Beibytov  Yihua (Elaine) Pan Kheamasuda Reongvan
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The innovators Dilemma by Aki Inoue Anuar Beibytov Yihua (Elaine) Pan Kheamasuda Reongvan

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A presentation on how innovators think and how inventions take place. ...

A presentation on how innovators think and how inventions take place.
The detailed discussion on the principles of invention and serendipity.

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  • 1. The Innovator´s Dilemma Framework By: Clayton Christensen Presentation By: Tatiana Khair Ashkan Marsh Sune Pedersen David Vega
  • 2. Overview • Part 1: Theory of Disruptive Innovation • Part 2: Theory of Value Networks • Part 3: What You Should Do As A Manager & Current Disrupters Examples
  • 3. Theory of Disruptive Innovation Ashkan Marsh
  • 4. Clayton Christensen • Professor at Harvard Business School • World Renown Innovation Expert • Focus on Disruptive Innovation of Commercial Enterprises
  • 5. • 5 minute intro video
  • 6. “Precisely because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.” WHAT DID I DO WRONG??
  • 7. 2 Types of Innovation Sustaining vs. Disruptive
  • 8. Sustaining Innovation • The continuation of a technology into its refined forms • Driven by existing industry leaders • Listen to your existing customers
  • 9. Disruptive Innovation • A new form or format in process or technology • Driven by new entrants and missed by industry incumbents • Don’t listen to your customers
  • 10. Disruption of Disc Drives
  • 11. Disruption of US Car Sales
  • 12. Disruption of Swiss Watches Quartz movement introduced
  • 13. Summary Conventional S-Curve Disruptive S-Curve
  • 14. Theory of Value Networks Tatiana Khair
  • 15. Why do successful companies fail?
  • 16. Why do successful companies fail? 1. Wrong managerial, organizational or cultural response to technological change 2. Lack of ability to deal with new technologies 3. Value networks concept
  • 17. Value Network
  • 18. Value Network
  • 19. Value Network
  • 20. Key Points • Companies depend on customers and investors for resources • Small markets don't solve the growth needs of large companies • Markets that don't exist can't be analyzed • An organization's capabilities define its disabilities • Technology supply may not equal market demand
  • 21. What You Should Do As A Manager & Current Disrupters Examples Sune Pedersen David Vega
  • 22. What can managers do? 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 Low end traditional Mid end traditional High end traditional Disruptive technology
  • 23. MARKET • Find the right customers (compete against non- consumption) • Develop a new market that values the attribtues • Plan to fail early and inexpensively ORGANISATION • Establish sub-organizations that get existed about small opportunities and wins • Utilize the mainstream resources, but reinvent processes and values
  • 24. Examples
  • 25. Most Disruptive Technology of all Time Internet • Arpanet was born in 1969 for military purposes. • Changed the world of communications. • In 2012 it reached 2.4 billion users.
  • 26. Is the iPhone a Disruptive Technology? “The iPhone is a disruptive technology because it has created a pocket desktop for users”. -Tim Bajarin President of Creative Strategies.
  • 27. Disruptive! • Made mobile web more accesible and commercial with the applications. • Improved exponentially existing Smartphones in the market. • Impacted telecom and computing industries as well.
  • 28. Other disruptive technologies
  • 29. Disruptive Companies Around the World
  • 30. “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” -Charles Darwin “Those who live by the sword…. Will be shot by those who don’t”
  • 31. References • • tech-execs-yes/#axzz2Yc9Rzfvt • • technologies.html •