
Why do successful companies fail? Clayton Christensen's groundbreaking "The Innovator's Dilemma" reveals how disruptive technologies topple industry giants. Praised by Steve Jobs and named one of the six most important business books ever by The Economist, it forever changed how we understand innovation.
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Here's a puzzle that keeps executives awake at night: Why do well-managed, innovative companies-praised by analysts, beloved by customers, studied in business schools-suddenly lose their dominance to scrappy upstarts? We're not talking about complacent dinosaurs. We're talking about Sears, once representing 2% of all U.S. retail sales, missing the discount retail revolution. IBM missing minicomputers. Digital Equipment Corporation missing personal computers. The pattern is haunting because these companies received their highest accolades precisely when they were ignoring the threats that would destroy them. The answer lies in a counterintuitive insight: the very management practices that create success-listening to customers, pursuing higher margins, investing in better products-become the mechanisms of failure when facing certain types of innovation.
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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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