Michael E. Raynor Livres

In The Three Rules, Michael Raynor and Mumtaz Ahmed deliver a clear recipe for superior performance over the long term.Pilots know the expression "takeoffs are optional; landings are mandatory." It means that no matter how high, fast, or far you fly, you are going to come back down. For the most part, the same can be said of corporate performance - but a few companies are able to deliver superior performance consistently.Leading data analysts Raynor and Ahmed conducted a five-year study to sort through mountains of data and identify 18 companies who have truly exceptional lifetime performance.They found that success derives from how executives make choices around three key areas: price, position, and persistence. The Three Rules will allow leaders in organizations of any kind to make the hard choices that drive long-term success.When the pressure is on and the facts are ambiguous, you need to know what works most often for the most successful companies. Raynor and Ahmed deliver a clear recipe for superior performance over the long term.Michael E. Raynor is a Director at Deloitte Consulting LLP, where he explores the challenges of corporate strategy, innovation and growth with clients in a number of different industries. He is the coauthor, with Clayton Christensen, of the bestselling book The Innovator's Solution, and the author of the critically acclaimed The Strategy Paradox and The Innovator's Manifesto. Mumtaz Ahmed is an engineer and accountant who works in the Strategy & Operations service department of Deloitte Consulting LLP.

"In his worldwide bestseller The Innovator's Dilemma, Christensen explained how industry leaders get blindsided by disruptive innovations precisely because they focus too closely on their most profitable customers and businesses. The Innovator's Solution shows how companies get to the side of this dilemma, creating disruptions rather than being destroyed by them." "Drawing on years of in-depth research and illustrated by company examples across many industries, Christensen and Raynor argue that innovation can be a predictable process that delivers sustainable, profitable growth. They identify the forces that cause managers to make bad decisions as they package and shape new ideas - and offer new frameworks to help managers create the right conditions, at the right time, for a disruption to succeed." "Revealing counterintuitive insights that will change your perspective on innovation forever, this landmark book shows how to create a disruptive growth engine that fuels ongoing success."--Jacket.

With detailed case studies of successes and failures at Sony, Microsoft, AT&T, and other major companies, Raynor presents a concrete framework for strategic action that allows companies to seize today's opportunities while simultaneously preparing for tomorrow's promise.

Argues that disruption theory, the belief that great breakthroughs are the fringe technologies that redefine their categories, is the only method for accurately predicting a company or product's success.

Innowacje stanowią o przewadze konkurencyjnej firmy oraz realnie przekładają się na jej zysk. Z tego względu prowadzenie badań nad jakimś rozwiązaniem czy też odkrycie czegoś nowego, nie stanowi o innowacyjności przedsiębiorstwa. Dopiero pomyślne wzdrożenie rozwiązań do własnego modelu biznesowego może świadczyć o innowacyjności firmy - jej potencjale do wypracowania, ale i zastosowania nowego rozwiązania w praktyce.