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Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution | 
 enlarge | Author: Geoffrey A. Moore
Publisher: Portfolio Trade
Category: Book
List Price: $16.00
Buy New: $9.31
You Save: $6.69 (42%)
New (25) from $9.31
Avg. Customer Rating:  16 reviews
Sales Rank: 22325
Media: Paperback
Number Of Items: 1
Pages: 304
Shipping Weight (lbs): 0.6
Dimensions (in): 8.4 x 5.5 x 0.9
ISBN: 159184214X
Dewey Decimal Number: 658.4063
EAN: 9781591842149
ASIN: 159184214X
Publication Date: May 27, 2008
Availability: Usually ships in 1-2 business days
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Product Description
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 elseprobably 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 yearsmaking changes on the fly while fending off challenges from every quarter.
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| Customer Reviews: Read 11 more reviews...
 Darwin, or Intelligent Design? December 26, 2007
0 out of 7 found this review helpful
Haven't read the book, so can't rate it, but have a comment anyway. While I'm sure Moore has delivered another excellent work, I'm a bit put off by the title. Do any of you "clear thinkers" recognize that, rather than adhering to Darwin's theory of natural selection operating on random mutation, Moore is instead advocating intelligent design as the response to competition?
 A cogent survival guide for the evolution of business September 13, 2006
2 out of 4 found this review helpful
In a competitive, capitalist economy, nothing is more prized than the whiz-bang invention, the why-didn't-I-think-of-that product or service that defines a market, delights consumers and gushes profits. Yet for all the ink spilled over innovation, remarkably few businesspeople understand exactly how to mint revolutionary new products. Innovation expert Geoffrey A. Moore delves under the hood of the new economy to create this roadmap to creative thinking. Although the text at times bogs down in jargon and a dizzying degree of detail, he cites plenty of sharp real-world examples, including an inside view of Cisco Systems. We recommend this user's manual to innovation to anyone who thinks that survival is not an end goal, but just a place to get started.
A must read for technology companies August 27, 2006
1 out of 2 found this review helpful
I have been an avid consumer of Geoffrey's books for many years and Dealing with Darwin provides a framework to organize an enterprise portfolio planning process. It takes the concepts in the "Discpline of Market Leaders" to a whole new level that can be used in planning and strategy execution. We use Geoff's ideas in many ways in the Stanford University Advanced Project Managment program. He is a gifted writer and thinker!
Exceeded My Expectations July 23, 2006
1 out of 2 found this review helpful
This book provides a very useful model for evaluating a portfolio, identifying what's core and recommending strategies for how to balance resources between core and non-core projects and activities. Once you have identified your core projects and activities, the book also provides a framework for determining the best innovation strategy for maximum differentiation. These are extremely useful concepts and frameworks, especially for more established businesses that have diverse portfolios, are facing increased competitive headwinds and are looking for ways to compete more effectively.
The big picture July 3, 2006
3 out of 3 found this review helpful
This is a good big picture review of where the marketplace is today. After several decades of new product and new category introductions (especially in the high-tech area) we've reached a point where there aren't a lot of new new things. This is especially true in enterprise software where I make a living (www.beagleresearch.com). So the question begs to be asked, "What's next?" meaning if we aren't introducing new categories, how do we get customers interested in what we have to offer. Moore brilliantly answers the question with an array of innovation strategies which, while not as definitive as disruptive innovation, are nevertheless important. Our understanding of how and why product lines are extended, for example, is improved and with that Moore brings to close a circle that started with "Crossing the Chasm". Definitely worth reading if you are in business and have responsibility for charting what's next or if you are a customer and want to understand the next moves by your favorite vendor.
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