Seeing What's Next: Using the Theories of Innovation to Predict Industry Change

This book is not only a logical extension of the Prof Christensen's previous two books, but is also a book that excels on its own. The first few chapters reinforce the theories on Innovation and quickly leads us to a framework for analysis in line with the title. Sensing Change, Competitive Battles, Non-market forces and Strategic Choices are the four dimensions of this framework that apply the principles of Disruptive Innovation. Using this framework it is not only interesting as to how the authors are able to explain the outcomes in the past but also enable us to forecast the future of competitive battles and technology trajectories with reasonable accuracy. The authors do mention at the end of the book that there will be exceptions that may not fit into this theoretical framework, but the aim of all theories is to improve our understanding of the phenomenon under study. If this is the definition and objective of a sound theory, this book meets this goal. Is it possible to evolve a quantitative model that can be used as a tool for answering important questions on technology and competition based on this theory ? In my opinion it worth attempting one even if such a tool lacks perfection in the first attempt. This model by itself might be disruptive in nature and can quickly climb the path of improvement in accuracy. Five industries are analyzed in detail in this book - Education, Health Care, Aviation, Semi Conductors and Telecom in addition to a chapter on global competitiveness of companies and countries. These chapters and detailed, and explain the technological issues with simplicity for a non-technocrat to understand. At the end there is a quick summary of concepts used in this book , which can be termed as an executive summary of The Innovator's Dilemma and The Innovator's Solution in one chapter. One Industry that is conspicuous by its absence in the detailed analysis of this book is the Automobile Industry. In the earlier books there were references to disruptive technologies in this sector - the electric car for example. The recent abrupt rise in oil prices, international concerns on the politics and shortage of this fuel, and the vast demand for meeting transportation needs in developing countries at low cost makes this industry a fertile ground for disruptive innovation. Has this industry overshot the needs of mass users ? What would be the structure of this industry in a scenario of imminent modularization ? Which companies are likely to adopt disruptive strategies in un-served markets ? What will be the technologies and how will incumbents respond ? What strategies would auto component suppliers adopt ? Is the under $ 2000 car a possibility ? Will there be free standing value networks for such products that will be ignored by incumbents in large developing markets ?. This book certainly provides us a good framework to answer such questions and is bound to generate such debates in many other industries not covered in the book.

A stunningly good book. If you were disappointed at The Innovator's Solution, Christensen and team certainly deliver in Seeing What's Next. This is an intensely theoretically book so it is not to all tastes, and it takes a long time to digest. The analytics and case studies used are rudimentary, but the conceptual frameworks will have true strategists buzzing. Departing from his usual formula, Christensen and co-authors Scott Anthony and Erik Roth, aim Seeing What's Next at those who watch industries from the outside and must make important decisions based on what they see. By contrast The Innovator's Dilemma and The Innovator's Solution were aimed at managers inside firms who wanted to defend against or attack with a disruption. In this book, the authors proclaim that good theory provides a robust way to understand important developments, even when data is limited. And theory is even more helpful when there is so much data that it is tough to discern what information really matters. Theory helps to identify signals of change amongst a deluge of meaningless "noise". Three big theoretical frameworks are brought together in this work, as outlined in previous Christensen's books. Firstly the Disruptive Innovation Theory - refers to how new entrants to an industry can use relatively simple, convenient, low-cost innovations to create growth and triumph over powerful incumbents. Disruptive innovation can be of two types: one) low end disruptions which deliver a low priced alternative to customers who are overshot by existing offerings or two) new-market disruptions, which create new growth by making it easier to for people to do something that historically required deep expertise or wealth. Secondly the Resources, Processes and Values Theory - that helps to explain why existing companies have such difficultly in grappling with disruptive innovations. The theory holds that resources (what an organization has), processes (how work is done), and values (the criteria by which resources are allocated) collectively define the organization's strengths as well as its weaknesses and blind spots. Thirdly the Value Chain Evolution Theory - this framework helps to assess whether an organization has made the organizational design choices to compete successfully. The golden rule underlying this theory is that companies ought to control any activity or combination of activities within the value chain that drive performance along the dimensions that matter most to customers. In other words, they should integrate to improve performance along dimensions that are "not good enough" for what customers need and outsource what is "more that good enough" (those features and improvements that customer don't need and won't pay more to use). Combining these three models will achieve a process for "looking ahead, and working backwards", as ManyWorlds CEO Steve Flinn would say. Combine this approach with the StrategySpace™ model, to ensure that your organization is not t

Seldom do I remember a book that totally replaces the old and popular business literature quite as effectively as Seeing What's Next does in superceding The Innovator's Dilemma and The Innovator's Solution. If you have not read either of those books, you can skip them now and read Seeing What's Next instead. If you have already read those books, you will be delighted to see how much more practical the advice is in Seeing What's Next than in the earlier two efforts. Before going into the details of what the book covers, I want to especially compliment Professor Christensen for overcoming in Seeing What's Next two of the three most serious weaknesses of The Innovator's Solution -- the lack of discussing business model innovation and the omission of leading technology business model innovation examples. In Seeing What's Next, the authors take on the challenge of helping executives and managers consider the likelihood of disruptive technology changes occurring and how they should evaluate their potential responses in light of current information. The analysis looks at both the perspective of the companies that will be disrupted and displaced as well as those who are leading the disruptions. The book is a remarkable combination of theory, process suggestions and detailed case histories to explain the suggested process. As a result, this book will be the most practical guide available for technology executives until Professor Christensen brings out the next installment of his thinking in a future book. In Part I, the authors use existing theories about disruptive innovations to suggest which signals to pay attention to as suggesting that opportunities exist, how to determine if competitors will be a factor in disruption, choosing an appropriate response and considering how government and other nonmarket influences can affect the result. In Part II, the process of applying the Part I theories are exemplified in higher education, commercial aviation, semiconductor customer benefits, health care productivity, non-U.S.-based innovations and strategies, and the telecommunications industry. The book also contains a stimulating conclusion and helpful summary of key concepts in the appendix. As usual, Professor Christensen and his colleagues have provided many interesting and valuable footnotes. I usually found them to be as interesting as or more interesting than the text. Having said so many nice things, you are probably wondering what the book's weaknesses are. I found a few that are worth considering before you start reading the book . . . which everyone should do. 1. The proposed analysis of signals and competitors is extremely elementary. It reminded me of the state-of-the-art in strategic thinking in 1971 when I first started as a strategy consultant at The Boston Consulting Group. Today, much better sources of information and means of analysis are available. I was surprised to see such primitive suggestions to such important q

The Innovators Dilemma and Innovators Solution were two books that change the way people think about innovation, disruption, technology, products and markets. These two books are completed in this new work Seeing What's Next. This book is the practioners guide on how to apply these theories. People who are new to these ideas should read the other two books first, or read the Innovators Solution if you have only time to read one book. Why? Well Seeing What's next has a subtle assumption that the reader is familiar with the concepts in the other "Innovators" books. That assumption is needed to move the focus from explaining the theory to providing insights into how to apply it. Seeing What's Next quickly reviews the core theories from the other "Innovators" books and then moves onto specific industry application of these ideas in aviation, higher education, semiconductors, and healthcare. The industry analysis is particularly helpful in seeing the nuances of the theory and its application. For those looking to disrupt the competition and think about how to avoid disruption, this is the book for you. It should be read by your Product Management, Marketing, IT and Business Strategy groups for different reasons. Product management should use these tools to understand current products in relationship to non-consumers, overshoot customers, and underserved customers. Marketing should read the book to understand the fact that markets have these different customers and incorprate these as part of their ideas on segementation. IT need to read this to understand the role it can plan in bringing technologies and information to products and sevices. Finally business strategy groups need to understand the forces of disruption to either create it or respond to it. This book is not for the causal business reader. If you are looking to apply these ideas -- then read "Seeing What's Next". If you want to be up on the ideas and concepts, then consider reading Innovators Solution first, then this book.

Opinions are divided as to whether or not it is possible to "predict industry change" but it is certainly possible to maintain a system by which to rigorously monitor developments in relevant industries, measure the nature and extent of probabilities, and then formulate appropriate contingency plans in anticipation of them. (FYI, Peter Schwartz in The Art of the Long View: Planning for the Future in an Uncertain World and Kees van der Heijden in Scenarios: The Art of Strategic Conversation also have much of substantial value to say about that process.) Together with Erik A. Roth and Scott D. Anthony, Clayton M. Christensen offers in this volume further development of core concepts previously discussed in The Innovator's Dilemma and The Innovator's Solution. However, there is a substantial amount of new thinking and an abundance of new material. Although I strongly recommend that the two earlier works be read first, that is not a requirement to derive full benefit from Seeing What's Next. According to Christensen, "While the two previous books were aimed at managers [in italics] inside firms who wanted to defend again or attack with a disruption, Seeing What's Next is written for those who watch industries from the [in italics] outside, and who must make important decisions based on what they see. It will help executives, analysts, investors, and others who have a stake in a specific industry to evaluate the impact of innovations, the outcomes of competitive battles, and the moves made by individual firms -- and to make smarter business decisions, forecasts, and stock recommendations based on those evaluations. The goal here [in Seeing What's Next] is to dramatically increase the odds of getting things right in the arena where wrong decisions could be devastating." The authors carefully organize their material as follows: In Part I, "How to Use Theory to Analyze," they identify the "signals of change" which indicate where the best opportunities are; explain how to size up competitors; how to identify which strategic choices are of greatest importance; and then explain how nonmarket factors influence innovation. Then in Part II, "Illustrations of Theory-Based Analysis," they apply various TBA tools when examining the future of education, aviation, semiconductors, healthcare, and telecommunications; using the same tools, they also assess strategies for both corporations and countries. Then in the "Conclusions" section, they step back and recap where they have taken their reader, suggest areas for further investigation, and provide some final thoughts. I especially appreciate the Appendix in which the authors provide a summary of the book's key concepts. All of the most important points made in this book help us to understand both the opportunities and (yes) the perils of disruptive innovation. They include: disruption is a process, NOT an event; disruption is a relative phenomenon in that what is disruptive to one company may be sustaining to