《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
《Geoffrey A. Moore + Hardcover》Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution

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This preloved bestseller book is in good condition and all pages are undamaged with no significant crease or tears. The Darwinian struggle of business keeps getting more brutal as competitive advantage gaps get narrower and narrower. Anything you invent today will soon be copied by someone else—probably better and cheaper. Many companies thrive during the early stages of their life cycle, only to fall slack during periods of inertia and die out while others surge ahead. But as Geoffrey Moore shows, some notable companies have figured out how to deal with Darwin in their mature years—making changes on the fly while fending off challenges from every quarter. "Innovation" is one of the great buzzwords of management theory, but this treatise accords it a thoroughgoing analysis. Management consultant Moore, author of the bestselling Crossing the Chasm, argues that companies can escape the marginless hell of commodity and price competition only through innovations that differentiate their products from their competitors' in the minds of consumers. He elaborates a taxonomy of 15 "innovation types," from "disruptive" breakthrough technologies like Apple's iTunes to more mundane marketing innovations like hiring a sports superstar to endorse athletic shoes. Unlike many business futurists, Moore doesn't exalt innovation for its own sake, insisting it must be tied to concrete business goals. To help companies determine the right-and wrong-strategies for innovation, he develops an analytical framework that distinguishes emerging from mature market categories and "complex systems" companies that sell pricey customized projects to a few customers from "volume operations" companies that sell standardized products to the masses. Moore illustrates these ideas with real-world examples, biased toward tech-sector companies; an extended case study of innovation-management at networking leviathan Cisco Systems forms the backbone of the book. Moore's approach is somewhat theoretical and replete with diagrams that feature sine waves and fractals. Fortunately, his treatment remains lucid and commonsensical, and offers a wealth of insights for thoughtful managers.


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