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The term, "disruptive innovation" was popularized by the American academic Clayton Christensen and his collaborators beginning in 1995, [2] but the concept had been previously described in Richard N. Foster's book Innovation: The Attacker's Advantage and in the paper "Strategic responses to technological threats", [3] as well as by Joseph ...
The term disruptive technologies was first described in depth with this book by Christensen; but the term was later changed to disruptive innovation in a later book (The Innovator's Solution). A disruptive innovation is an innovation that creates a new market and value network that will eventually disrupt an already existing market and replace ...
MIT economist Eric von Hippel identified end-user innovation as the most important source in his classic book on the subject, "The Sources of Innovation". [53] The robotics engineer Joseph F. Engelberger asserts that innovations require only three things: a recognized need; competent people with relevant technology; financial support [54]
Clayton Magleby Christensen (April 6, 1952 – January 23, 2020) was an American academic and business consultant who developed the theory of "disruptive innovation", which has been called the most influential business idea of the early 21st century.
Disruptive technology: High-risk and volatile. Wood isn’t afraid to invest in companies that are considered risky or speculative.You typically won’t find consumer staples, dividend-paying ...
To do that, we need a new American innovation policy focused on empowering the kind of startups and small businesses that lead the nation in breakthrough innovation. Donald Trump and JD Vance are ...
Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers or simply Crossing the Chasm (1991, revised 1999 and 2014), is a marketing book by Geoffrey A. Moore that examines the market dynamics faced by innovative new products, with a particular focus on the "chasm" or adoption gap that lies between early and mainstream markets.
We need to choose competition over national champions.” Not only are big companies lumbering but cutting-edge innovations often conflict with corporate interest.