Innovator's Dilemma
Version 1.0.0 · Updated 2026-07-30
CORE DEFINITION
Excellent companies fail not because they are poorly managed, but because they are managed too well—they listen to customers, pursue high profits, and optimize existing businesses, thereby missing opportunities for disruptive technologies. Scaffold role: Good management can also be poison. When the environment undergoes drastic changes, "correct" management becomes the biggest obstacle. The genes of successful companies (processes, culture) may become fatal burdens in a new era.
SCAFFOLDING EFFECT
Reduce cognitive load
Good management can also be poison. When the environment undergoes drastic changes, "correct" management becomes the biggest obstacle. The genes of successful companies (processes, culture) may become fatal burdens in a new era.
Anchor fast decisions
Same as "The Innovator's Dilemma." Excellent companies are locked into their value networks by "correct management" (catering to mainstream customers, optimizing profits), making it difficult to allocate resources to low-profit/new markets; when the environment changes drastically, the original success genes become burdens. The mechanism is a "success trap"—capabilities that were effective in the past become ineffective under new paradigms.
MINIMUM ACTION
In progress 0/4Practice this model in one real situation:
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Source support: Explicit
- en.wikipedia.orghttps://en.wikipedia.org/wiki/The_Innovator%27s_Dilemmaverified
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