The Innovator's Manifesto
The Innovator's Manifesto

The Innovator's Manifesto

I disagree. The first objective of this book is to demonstrate that Disruption has true predictive power. (Location 195)

There are at least two questions worth asking yourself as you answer this question. First, is the evidence I provide sufficient to support my conclusion? I have attempted to make my case for Disruption’s predictive and explanatory power with as full an accounting of its shortcomings as I am able to provide. (Location 315)

Christensen observed that when entrants attacked successful incumbents by adopting the incumbents’ models and technological solutions, they tended to fail. (Location 417)

Disruptive strategies had a much higher frequency of success, and when successful were much more successful than sustaining strategies. (Location 445)

Disruptive innovations are defined as products or services that appeal to markets or market segments that are economically unattractive to incumbents, typically because the solution is “worse” from the perspective of mainstream, profitable markets or market segments. Disruption predicts that leading incumbents with so-called sustaining innovations—innovations targeted at their most important customers—typically succeed. New entrants with sustaining innovations typically fail. (Location 463)

Disruptors must improve in ways that allow them to compete for mainstream markets from a position of structural advantage. That is, it is not enough simply to appeal to a market or market segment that is unattractive to incumbents; that is a niche strategy. We will tie off this loose end at the conclusion of chapter 4. (Location 492)

Disruptors do not merely pick a different spot on the frontier of an existing business model. Instead, they create a new business model with an entirely different frontier. (Location 1059)

In short, all innovation is about breaking trade-offs. Sustaining innovations break the trade-offs that define a particular frontier by pushing that frontier outward. Disruptive innovations are those that propel a different curve outward in ways that allow it eventually to overtake the frontier occupied by incumbent players competing for a different market or market segment. (Location 1095)

face resistance from the APs, who now had a lot to lose, namely, their new, very large, and fast-growing market. This was very similar to the challenge Image Illusions at Intel had faced when being evaluated by the designers of the chips it was hoping to replace. In short, shifts in the marketplace, rather than the strategic choices made by the SEDASYS™ team, had transformed an attempt to establish a Disruptive (Location 2100)