Disruptive Innovation (Christensen)すべて

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Clayton Christensenの分裂的な革新

Disruptive Innovationは何であるか。記述

Clayton ChristensenからのDisruptive Innovationモデルは会社の存在の新技術(革命的な変更)の影響の記述に使用することができる理論である。 Clayton Christensenは最初に彼のの1997年に句の「分裂的な技術」、本「改新者のジレンマ鋳造した: 新技術により大きい会社は」失敗する時。
彼は幾度も余りに遅くなったまでまたは企業から転置されて(提供する顧客の新しい範例のために)中断を来ることを見ることができる「持っているほとんどすべての組織が死んだが」示したり何もことをしなかった。

どんなよい会社がするために仮定されるかすることによって- -確立された主力産業は価格差益が最も魅力的である彼らの最も有益な顧客および焦点の投資に支える革新の道にあるおよびそれらを埋めるために彼ら自身を分裂的な技術のために開いた残すために食料調達する。これは本質的に既存の顧客または証明された市場区分のためのよりよく、よりよいmousetrapsを設計することを含む支える革新を通して利益を最大にするように確立された会社の資源割付けプロセスが設計されているので起こる。 分裂的な革新(普通より安いが、ターゲットがまたは完全に新しい顧客低終える既存の使用しやすいプロダクトの版を)現れるとき、確立された会社は無力にされる。彼らはup-market行くようによりもむしろこれらの新しい守るようにほとんどの場合動機を与えられるか、または市場を低終え、最終的に分裂的な革新は向上し、より多くの市場占有率を盗み、そして支配プロダクトを取り替える。

タイプの革新

新し成長ビジネスを造るように努めるとき会社に2つの基本的な選択がある。彼らは支える革新を持つ強固な競争相手からの既存の市場を取ることを試みてもいい。または彼らは新市場を創造するか、または在職者で最も悪い顧客間の根を取りなさい分裂的な革新を持つ競争相手で取ることを試みてもいい。

分裂的な革新の2つの別々の種類がある。最初のタイプは非消費者を目標とすることによって新市場を創造する。第2は確立された市場の末端で競う。

Disruptive Innovationモデルの起源。歴史

ハーバードのChristensenの研究そして調査。

Disruptive Innovation方法の使用法。適用

-それらが技術の革新か変更によって影響を与えることができるようにいろいろな種類の会社。

Disruptive Innovationのステップ。プロセス

パフォーマンスが既存の市場の増加の顧客によってそのうちに要求した、従って科学技術の範例の内で提供されるパフォーマンスをようにするモデルは示す。頻繁に提供されるパフォーマンスの改善に顧客が要求するパフォーマンスの改善の弾道に別の弾道がある(数字、数値を見なさい)。弾道斜面が異なり、提供されるパフォーマンスが要求されるパフォーマンスを超過するとき遠隔スキマ市場で競争パフォーマンスだけだった新技術は他の顧客ネットワークに移住するかもしれない。これは標準以下ように前に彼らの供物を見よう新しい顧客に車を改新者に与える、; そしてそれらが確立した主流の市場を今現在の範例より関連している新しい一組のパフォーマンスの価値属性提供することを可能にする。
中断およびcommoditizationは実際に手に手をとって行く。はずれる会社は、単に勝つことができない(顧客がように)あることポイントにプロダクトを向上する使用しには、報酬をの支払うことができる十分によいよりもっと会社。中断は市場を盗む、またはcommoditizationは利益を盗む。中断の新しい波が企業に洗浄する間、お金がある場所は価値連鎖を渡ってそのうちに移る。これが起こる間、パフォーマンスがまだよくない十分に価値連鎖の点で彼ら自身を置く会社は利益を捕獲する。

Disruptive Innovationの限定。不利な点

Disruptive Innovationは別の作戦プロセスを要求する。このプロセスは働き、ものがものがの予期しない機会、問題および成功に緊急のそして焦点を合わせられて、よりもむしろ増進された理解に意図されていてそして焦点を合わせられなければならない。
現在の顧客の現在の行動に演説するサービスおよびプロダクトを設計するかわりに、人々の下にある目標は革新を設計に知らせるべきである。しかしどんな人々の必要性が容易からずっと実際にあるか理解する。
分裂的なビジネスは性質のために、できない(新市場に演説するか、または既存の市場の末端に演説する)速い大きい利益を非常に達成。投資家はビジネスのためにますます気短か利益を提供するためにである。

Disruptive Innovationの仮定。条件

致命的に時相互進歩の2規範となる弾道なるように顧客の必要性に対応しないような技術を無視する決定を用いる会社の危険の死。

本: Clayton M. Christensen - The Innovator's Dilemma -

本: Clayton M. Christensen - The Innovator's Solution -

本: Clayton M. Christensen - Seeing What's Next -

破壊的革新特別興味グループ

特別興味グループ (1人のメンバー)

破壊的革新フォーラム

主題に関する議論：破壊的革新。

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破壊的革新ベストプラクティス

ここでは、過去から最も価値のある議論が見つかります。

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Disruptive Innovationエキスパートのヒント（英語）

ここでは、専門家によるアドバイスを見つけるでしょう。

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Disruptive Innovation (Christensen)

概要、フォーラム、ベストプラクティス、専門家のヒント、およびリソース。

Disruptive Innovationは何であるか。 記述

タイプの革新

Disruptive Innovationモデルの起源。 歴史

Disruptive Innovation方法の使用法。 適用

Disruptive Innovationのステップ。 プロセス

Disruptive Innovationの限定。 不利な点