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Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution Paperback – May 27, 2008
"The Industries of the Future"
Innovation expert Alec Ross explains what’s next for the world. Learn more.
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From Publishers Weekly
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to the Hardcover edition.
Dealing with Darwin provides a lucid and engaging perspective on managing innovation.
Ed Zander, CEO, Motorola
Moore has delivered an innovative and instructive treatise on innovation.
The Boston Globe
Dealing with Darwin is teeming with ideas and practical advice.... Moores new book is a very significant and valuable addition to the strategists bookshelf.
Strategy and Leadership --This text refers to an out of print or unavailable edition of this title.
More About the Author
Moore's life's work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies face transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore's most recent work, Escape Velocity, addresses the challenge large enterprises face when they seek to add a new line of business to their established portfolio. It has been the basis of much of his recent consulting.
Irish by heritage, Moore has yet to meet a microphone he didn't like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders.
Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.
Top Customer Reviews
Moore cites the concept of value disciplines which Michael Treacy and Fred Wiersema first introduced in their brilliant book, The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. He then identifies four clusters of innovation zones: Product Leadership, Customer Intimacy, Operational Excellence, and Category Renewal. The challenge for decision-makers in any organization (regardless of its size or nature) is to select innovation zone in which to establish and sustain "break away" separation from its competitive set. Moore suggests that this decision be made in terms of three factors:
1. Core competence: different organizations have different assets to exploit
2. Competitive analysis: different sets of competitors leave different openings to exploit
3. Category maturity: Different stages of the category-maturity life cycle reward different forms of innovation
Moore acknowledges an "odd pairing" of innovation leadership at the top with innovation "bubbling up from the bottom." Initiatives from both must be in proper alignment.Read more ›
Overall, parts two and three of this book should be required reading for anyone in Product Strategy, Product Marketing or General Management. Why, well these chapters provide a complete review of the major strategies and tactics involved in managing a business.
Section two talks about innovation strategies based on your company and the state of the market. The clear delineation of strategies for growth, mature, and declining markets provides a framework for plotting the structure and intent of your strategy.
In growing markets: disruptive, application, or product innovation.
In mature markets: Line extension, value engineering, enhancement, integration, marketing experiential, process or value migration innovation.
In declining markets: Organic renewal, acquisition renewal, or harvest and exit.
The clarity of Section II is a breath of fresh air as many strategy books either focus on only one of these types of innovation, or try to talk over your head with the idea that if you don't understand what they are saying, then you must not be strategic enough. This section is clear, directive, filled with examples and a great way to look at strategic direction and choice.
However, Section III of this book has the real gems and the culmination of Moore's ideas and thinking. Here Moore addresses the topic of how to reallocate and evolve the enterprise to achieve its strategy and innovation goals. This is not your typical discussion of change management and change readiness.Read more ›
That's what happened when I ran across this book.
I heard about this book when it was released in 2005 and always meant to read it...but just never did. Whilst perusing the local Half-Price Books, I decided I'd pick it up and read it...because I'm a book nerd, there is a dinosaur on the cover and I saw what I thought were fractals in the book! :)
I got the book home and started reading...and I made it to page xii in the preface to the paperback edition before realizing I may have made a mistake buying this book. What happened?
I read this passage:
"The key message is simple. In order to achieve competitive advantage in a commoditizing market, one must innovate so dramatically as to create definitive seperation between your offers and those of the low-cost commoditizers. That means selecting a vector of innovation that can set you apart and investing intensely along that vector..."
Huh? The key message is simple but the author makes the message difficult to understand.
Why didn't Mr. Moore just say: To gain competitive advantage, you need to separate yourself from your competitor by choosing an innovation path and investing in that path.
After reading this passage, I was very very skeptical about the rest of the book. Especially after this passage immediately following the above one:
"Extract resource from context to fund core."
What does that mean?Read more ›
Most Recent Customer Reviews
Dealing with Darwin is one of the best tech marketing books I have read in the 21st century, because it provides a much-needed framework for one of the most important endeavors a... Read morePublished 15 months ago by Amazon Customer
Well written, but the target audience is big company CEOs who may read it but will probably not be able to implement strategies due to the inertia in their companiesPublished 19 months ago by William L. Mince
While I am a big fan of Geoffrey Moore, I found this book a bit hard to read because in every chapter he is comparing two companies and I found that I lost track of the points he... Read morePublished on May 10, 2013 by Arthur Lizotte
It changed the way I think and understand innovation. I could see many patterns that were present in the company I lead, and identifying them helped me to take action and correct... Read morePublished on March 31, 2013 by Fernando Coura
Excellent third book in the series for strategic marketing provides the reader a great point of view to make decision fromPublished on March 18, 2013 by IT Setup Guy for Small Company
A tougher read than I expected and not all that reveling to me, but, I did plow through it. Not many gems to harvest here, however.Published on February 25, 2013 by MikeS
I have read some previous books of this author and I have liked them more. This seemed to be an addition to the same series of great text books. Read morePublished on June 3, 2012 by Kitty