Three trips around the innovation track: an interview with Clayton Christensen

Abstract

PurposeInterviews Professor Clayton Christensen, who has authored or co‐authored three groundbreaking books that together frame the daunting problems that managers must confront when they lead innovation initiatives.Design/methodology/approachStrategy & Leadership contributing editor, Dan Knight, asked Christensen about the finding of his research and its implications for managers.FindingsMost managers are not familiar with Christensen's contention that leading companies fail after only a few decades at the head of the pack because they rely on two conventionally accepted concepts: listen to your best customers and focus investments on the products with high profit margins. Companies that pay exclusive attention to their current top customers and ignore the first minute signals of disruptive forces emerging in their market will not adopt innovation that will make them successful long‐term.Research limitations/implicationsChristensen alludes to his research methodology and suggest that it is superior to that of most observers of the innovation process. A comparative study would be valuable.Practical implicationsChristensen suggests that organizations segment their markets by “customer jobs to be done” in order to identify new growth opportunities. He explains why when you are growing, innovation proves to be a lot easier than when you stop growing. Another nugget: “being a serial disrupter means that on a regular and rhythmic basis you launch new disruptive innovations when you don't really need new growth.”Originality/valueWhile all of Christensen theories have been explained in his books, many managers are likely still unfamiliar with the many practical implications of his unconventional wisdom. The interview serves as a lucid introduction to ideas like managing disruptive innovation.