By Clayton M. Christensen, Erik A. Roth, Scott D. Anthony
Each day, participants take motion in keeping with how they think innovation will swap industries. but those ideals are mostly in line with guesswork and incomplete facts and bring about high priced mistakes in judgment. Now, across the world well known innovation professional Clayton M. Christensen and his learn companions Scott D. Anthony and Erik A. Roth current a groundbreaking framework for predicting results within the evolution of any undefined. in keeping with confirmed theories defined in Christensen's landmark books The Innovator's trouble and The Innovator's answer, Seeing What's subsequent deals a realistic, three-part version that is helping decision-makers spot the signs of switch, make certain the end result of aggressive battles, and determine even if a firm's activities will determine or threaten destiny luck. via in-depth case reviews of industries from aviation to well-being care, the authors illustrate the predictive energy of innovation thought in motion.
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Additional info for Seeing What's Next: Using Theories of Innovation to Predict Industry Change
How? A person might not be consuming a product in a particular context or environ ment. S. resident used landline telephone service. Whether they were at home or in the office, they could simply pick up the nearest receiver and hear a familiar dial tone. However, most people were not consuming telephony services in mobile contexts. Public pay phones were typically inconvenient, if they worked at all. In the mobile environment, most people were nonconsumers. Because identifying nonconsumption is easy, the important issue is whether a company is doing anything about it.
Under the stewardship of Theodore Vail, AT&T bought the Bell licensees out in 1899, and it subsequently snatched up all but a few independent localtelephone companies. Although some might view Vail's actions as a greedy grab for mo nopolistic power, there actually were technological reasons whyan inte grated giant had to emerge at that time in telephony. Bell's licensing model led to the creation of thousands of localoperators and numerous The Signals of Change | 11 equipment suppliers. Between 1894 and 1904, more than six thousand independent telephone companies went into business in the United States.
Whatspecific devel opments matter the most? Whatcustomergroups should we watch to detect such developments? How do contextual factors influence innovation? The first part of our analytical process shows how to identify the signs that indicate something potentially important is happen ing. " Figure 1-1 summarizes the topics covered in this chapter. The first part of using theory to predict industry change involves under standing when to reasonably expect innovation to lead to the emergence of new companies or business models that could be harbingers of indus try change.
Seeing What's Next: Using Theories of Innovation to Predict Industry Change by Clayton M. Christensen, Erik A. Roth, Scott D. Anthony