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Seeing What's Next: Using Theories of Innovation to Predict Industry Change First Edition
Purchase options and add-ons
- ISBN-101591391857
- ISBN-13978-1591391852
- EditionFirst Edition
- PublisherHarvard Business Review Press
- Publication dateSeptember 21, 2004
- LanguageEnglish
- Dimensions6.41 x 1.25 x 9.55 inches
- Print length352 pages
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Editorial Reviews
Review
About the Author
Scott D. Anthony is a Partner at Innosight LLC and Erik A. Roth is a consultant in McKinsey & Company’s Boston office.
Product details
- Publisher : Harvard Business Review Press; First Edition (September 21, 2004)
- Language : English
- Hardcover : 352 pages
- ISBN-10 : 1591391857
- ISBN-13 : 978-1591391852
- Item Weight : 1.45 pounds
- Dimensions : 6.41 x 1.25 x 9.55 inches
- Best Sellers Rank: #933,027 in Books (See Top 100 in Books)
- #345 in Business Planning & Forecasting (Books)
- #1,144 in Starting a Business (Books)
- #8,132 in Business Management (Books)
- Customer Reviews:
About the authors
Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at the Harvard Business School. In addition to his most recent book, Competing Against Luck, he is the author of nine books, including several New York Times bestsellers — The Innovator's Dilemma, The Innovator's Solution, Disrupting Class, and and most recently How Will You Measure Your Life?. Christensen is the co-founder of Innosight, a growth-strategy consultancy; Rose Park Advisors, an investment firm; and the Christensen Institute, a non-profit think tank. In 2011 and 2013, he was named the world’s most influential business thinker by Thinkers50.
Scott D. Anthony is a senior partner at Innosight. Based in the firm's Singapore offices since 2010, he has led Innosight's expansion into the Asia-Pacific region as well as its venture capital activities (Innosight Ventures).
In his decade with Innosight, Scott has advised senior leaders in companies such as Procter & Gamble, Johnson & Johnson, SingTel, Kraft, General Electric, LG, the Ayala Group, and Cisco Systems on topics of growth and innovation. He has extensive experience in emerging markets, particularly in India, China, and the Philippines.
Scott is one of Harvard Business Review's most prolific contributors. He is the co-author most recently of the Harvard Business Review article "Build an Innovation Engine in 90 Days" as well as author of the book The First Mile: A Launch Manual for Getting Great Ideas Into the Market (Harvard Business Review Press, May 2014).
Scott's previous books are 'Seeing What's Next: Using the Theories of Innovation to Predict Industry Change' (with Innosight co-founder and Harvard Professor Clayton Christensen); 'The Innovator's Guide to Growth: Putting Disruptive Innovation to Work'; 'The Silver Lining: An Innovation Playbook for Uncertain Times'; 'The Little Black Book of Innovation: How It Works, How to Do It'; and 'Building a Growth Factory.' He has authored or co-authored numerous articles on innovation and strategy, and regularly contributes to the Harvard Business Review online blog. He was named a judge for the 2014-2015 HBR McKinsey Awards, which recognize the best articles published annually in Harvard Business Review. His Twitter feed is @ScottDAnthony.
Scott is a featured speaker on topics of innovation and growth. He has delivered keynote addresses on five continents, and has appeared on Good Morning America, Channel News Asia, CNBC, and FOX Business.
Scott served on the Board of Directors of Media General (NYSE: MEG) from 2009-2013, helping guide that company through a strategic transformation. In 2013 he joined the Board of MediaCorp, Singapore's leading diversified media company. Scott chairs the investment committee for IDEAS Ventures, a SGD 10 million fund Innosight runs in conjunction with the Singapore government that has invested in eight Singapore-based companies and generated a 20%+ internal rate of return.
Prior to joining Innosight, Scott was a senior researcher with Clayton Christensen, managing a group that worked to further Christensen's research on innovation.
Scott received a BA in economics summa cum laude from Dartmouth College and an MBA with high distinction from Harvard Business School, where he was a Baker Scholar.
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The former book helps one consider ways innovation theories (e.g. new ways of conceiving services such as 'Uber' and 'Lyft' disrupted the personal transportation industry) can be brought to bear in one's personal life (see my review of that work), while the later remains an indispensible reference for these theories and their application.
Agreeing with other reviewers that there are many positive aspects to this book, the Introduction, Conclusion (What's Next?), Appendix (Summary of Key Concepts), and Glossary are particularly helpful as quick guides and "job aides."
For instance, the Introduction explains the core theories of innovation, e.g. why certain actions, such as disruptive innovations, lead to certain results. It also emphasizes the benefits of good theory in looking into the future in the face of conclusive business data only about the past (see such examples as in my review of Eric Topol's The Creative Destruction of Medicine: How the Digital Revolution Will Create Better Health Care ).
The Conclusion recaps the book providing a figure that concisely compiles the "questions in the analytical process" including those regarding "signals of change," "competitive battles," and "strategic choices." Another figure offers "lessons" from theory based analyses of the education, aviation, semiconductor, health care, and telecommunication industries----a jumping off point to other Christensen books on particular sectors, e.g. education ("Disrupting Class") and health care ("Innovators Prescription").
In the Appendix, there are figures and text that summarize "the theory building process," theories of "disruptive innovation," "resources/processes/values," "jobs to be done," "value chain evolution," "schools of experience," and "emergent strategy." Similar charts and brief descriptions also recount "sustaining innovation classification," "discovery driven planning," and "motivation/ability" frameworks. The Glossary conveys definitions of these and other related terms.
This book is a key to Disruptive Innovation theory and a roadmap to be consulted in its use.
There are many industries that would greatly benefit from understanding and implementing these principles. This is a must read for any trend watcher in any business environment. I would imagine that there are many persons in each industry that are now aware of these theories and are either watching for signs of disruption or are planning and creating disruptions in their respective fields. If I were in a particular business environment, I would want to make sure that I am aware of the trends and positioning my company to be able to respond to them. Seeing What's Next is the perfect book to start that thought process.
The book is divided in two parts:
- Chapters 1 to 4 describe how to analyze the current status of an industry looking for signals of a new disruption (big change/leap forward) that might occur. It also shows how to evaluate the current players and how they could react to it, and finally how strategic decisions and external market conditions affect those disruptions
- Chapters 5 to 10 provide examples of applying the above theories and methods to different industries: healthcare, education, aviation, telecommunication, etc
I enjoyed reading this book quite a lot and learn also quite many things that, even though the book was written in 2004, I think are prefectly applicable today. I read (and re-read) the first part as I didn't read the previous two books from this author. After understanding the ideas, I went to the second part but only reading the chapters about the industries I care the most: Telecommunication and Semiconductors. If at some point I'm faced with projects or work on one of the others, I'll make sure I have this book at hand, as it provides insights and tools to evaluate the current state and even have some ground to jump into the near future. I'd recommend this book to anyone interested in how companies innovate and develop their products and services and why then sometimes disruptive ideas come and become a huge success. It will also make you think about your customers and how they behave the way they do when confronting innovation.
It would be Interesting to see some of the ideas in this book applied to the social media and mobile revolution.
I would recommend this book to anyone planning on starting something big in the African market. This a great example of a market that is ripe for disruption.
Top reviews from other countries
Recomendable to undestand more clearly the rules to follow if you are an incumbents or a disruptor.
The author has a number of case studies of industries from aviation to health care where the author illustrate the power of visionary change in the industry.
I'm a great Management reader but did not find any interest in this one. Maybe you will...
おそらくこのボリュームの本は、日本へ紹介されるまでかなりの時間を要するとおもうので、経済予測や企業経営に関心のある方には、先取りのために無理をしてでも原文を読んでほしい。
特に感心したのは、消費者の分類として"Noncustomers"、"Undershot Customers"、"Overshot Customers"にシンプルに分類している点。そうしてこういう消費者がそれぞれタイプ別にどういう購買行動をとるのか、それが結果的に市場にどういう影響を与えるのか、ということをいくつかのセオリーを紹介しながら、理論的に説いている。
つまり、消費者を「まったく関心のない層」、「関心はあるのだが現在は不便利や不満などで不完全燃焼してしまっている層」、そして「飽き飽きしてしまっている層」に分けて事例とともに紹介している。どれも近年よく見られがちなケースだ。
そういう意味で、消費者に共感を覚えながらこの本は読み進められる。それゆえ、消費者にマッチする製品やサービスというものはかくあるべき、という理想像がはっきりとつかみやすい。
未来予測がテーマの書籍ではあるが、起業家にとってもいろんなヒントが得られるだろう。