Published in 1997, the book The Innovator’s Dilemma challenges the common wisdom prevalent at that time regarding innovation and organizational culture. Good, well-managed established companies, doing all the right things and touted as market leaders, lose market dominance quickly in the face of disruptive technology that produces new and unexpected competitors and new ways of doing things. The business best practices that have served a company well become inadequate because the business leaders ignore the rising innovative competitors and changes happening in the marketplace structure. Management keeps on doing what it has always done, like listening to current customers and continuing to pursue large markets and not seeing opportunities in smaller markets. The companies fail to look forward and adapt to the changes going on in smaller emerging markets, often driven by disruptive technology. The management’s decision-making should frame the challenge as a market challenge and respond accordingly.

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