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Why doing everything right can still lose

Good management is the reason strong companies miss the next wave

Sustaining changes strengthen leaders; disruptive changes start worse and win later

Spot the kind of change: sustaining or disruptive

Customers and investors decide what a company can build

A firm survives on its customers' and investors' money, so they steer every investment

A value network decides what counts as better, which hides the newcomer's progress

Predict which ideas a customer-funded firm will back

Technology runs ahead of what customers can use

Technology improves faster than customers' needs, so good products overshoot

Once products are good enough, buyers pay for reliability, then convenience, then price

Read the market: too little, enough, or too much

Small, unproven markets do not fit big-company plans

A large firm needs large markets, so it passes on small ones that will grow

Markets that do not yet exist can only be discovered, not forecast

Match the opportunity to the organization

An organization's capabilities are also its blind spots

Resources, processes and values set what an organization can and cannot do

Common misreadings of disruption cost real money

Find which factor is deciding

Putting the ideas to work

Give a disruptive project its own organization, sized to its market

A field test for any new technology: who buys it, how it improves, and who is blind to it

Choose the move that fits the situation

Check Your Understanding

Why a sensible leader declines a disruptive product

The test for a disruptive technology

Where to house a disruptive project

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Why well-run companies lose to cheaper, simpler rivals: the mechanics of disruption, with visuals, six interactive activities and a short quiz.

Strong companies rarely fail through carelessness. They fail by listening to their best customers, chasing the highest margins and funding the biggest markets, all of which are sound habits.

The Innovator's Dilemma: Why Well-Run Companies Lose to Cheaper, Simpler Rivals

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