Intrenion

The Innovator's Solution (Clayton M. Christensen et al.)

Table of Contents

• Practice 1: Build new businesses before current growth slows
• Practice 2: Enter overlooked markets before challenging incumbents
• Practice 3: Design products around the customer's job
• Practice 4: Target customers whose needs match disruption
• Practice 5: Keep control of activities that create customer value
• Practice 6: Create new value before products become commodities
• Practice 7: Place disruptive work in the right organization
• Practice 8: Develop strategy through learning
• Practice 9: Invest in future growth rather than short-term returns
• Practice 10: Protect disruptive ventures with active executive leadership

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The Innovator's Solution (Clayton M. Christensen et al.)

Practice 1: Build new businesses before current growth slows

Problem
Strong existing products cannot sustain growth forever.

Action
Invest early in disruptive businesses that can create new markets.

Outcome
The company develops new sources of long-term growth.

Chapter: The Growth Imperative

Practice 2: Enter overlooked markets before challenging incumbents

Problem
Established competitors are strongest in their core markets.

Action
Start by serving customers that leading competitors ignore.

Outcome
The business grows with less direct competition.

Chapter: How Can We Beat Our Most Powerful Competitors?

Practice 3: Design products around the customer's job

Problem
Customers reject products that do not solve their real need.

Action
Build products to help customers complete an important job.

Outcome
Customers find the product more useful.

Chapter: What Products Will Customers Want to Buy?

Practice 4: Target customers whose needs match disruption

Problem
Not every customer benefits from a disruptive product.

Action
Focus first on customers whose needs align with the new solution.

Outcome
The product gains faster adoption.

Chapter: Who Are the Best Customers for Our Products?

Practice 5: Keep control of activities that create customer value

Problem
The wrong business scope weakens competitive advantage.

Action
Own the activities that most improve customer value.

Outcome
The business becomes more competitive.

Chapter: Getting the Scope of the Business Right

Practice 6: Create new value before products become commodities

Problem
Competitive advantage declines when products become easy to copy.

Action
Keep adding unique value that customers are willing to pay for.

Outcome
The business maintains stronger margins.

Chapter: How to Avoid Commoditization

Practice 7: Place disruptive work in the right organization

Problem
Existing organizations often block disruptive innovation.

Action
Give disruptive projects teams with processes and priorities that fit their work.

Outcome
New ventures have a better chance of success.

Chapter: Is Your Organization Capable of Disruptive Growth?

Practice 8: Develop strategy through learning

Problem
Early plans rely on assumptions that may be wrong.

Action
Adjust strategy as market evidence becomes available.

Outcome
The business makes better strategic decisions.

Chapter: Managing the Strategy Development Process

Practice 9: Invest in future growth rather than short-term returns

Problem
Short-term financial pressure can prevent valuable innovation.

Action
Support investments with strong long-term growth potential.

Outcome
The company builds a stronger future business.

Chapter: There Is Good Money and There Is Bad Money

Practice 10: Protect disruptive ventures with active executive leadership

Problem
Disruptive businesses struggle without senior support.

Action
Provide disruptive ventures with the leadership and resources they need.

Outcome
The organization creates more successful new businesses.

Chapter: The Role of Senior Executives in Leading New Growth