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Hunter
I wrote this book not to be "yet another book on disruption" but instead to be a book that brought together what we really know about it. That is, disruption as Christensen analyzed it, is the phenomenon where successful, well-run firms fail as a result of doing what made them successful. For Christensen, this could arise because of a demand-side disruptive innovation that initially was poorly rated by the customers of market leaders but improved from the low-end to become a significant competitive force. But there are other disruption sources on the supply-side that are more insidious and perhaps harder to deal with. While demand-side disruption can be tamed by firms reacting with investment or by acquisition, supply-side disruption requires pre-emptive action to make your organization more resilient to new waves of radical innovation. That resilience comes at a cost -- a fall off in short-term performance. Thus, firms face a dilemma -- the disruption dilemma -- in choosing between short and medium-run high profits and market share versus having longer-term sustainability. The book brings together all of the evidence on both of these sources of disruption. I hope you enjoy it.
