{"id":7466,"date":"2022-01-10T00:00:00","date_gmt":"2022-01-09T23:00:00","guid":{"rendered":"https:\/\/instrid.sk\/uncategorized\/dolezite-inovacie-su-tie-ktorym-nikto-neveri-christensenova-dilema-inovatora-je-navodom-pre-firmy-ako-prezit\/"},"modified":"2022-01-10T00:00:00","modified_gmt":"2022-01-09T23:00:00","slug":"dolezite-inovacie-su-tie-ktorym-nikto-neveri-christensenova-dilema-inovatora-je-navodom-pre-firmy-ako-prezit","status":"publish","type":"post","link":"https:\/\/instrid.sk\/en\/archiv\/dolezite-inovacie-su-tie-ktorym-nikto-neveri-christensenova-dilema-inovatora-je-navodom-pre-firmy-ako-prezit\/","title":{"rendered":"D\u00f4le\u017eit\u00e9 inov\u00e1cie s\u00fa tie, ktor\u00fdm nikto never\u00ed. Christensenova Dilema inov\u00e1tora je n\u00e1vodom pre firmy, ako pre\u017ei\u0165"},"content":{"rendered":"INOV\u00c1CIE POM\u00c1HAJ\u00da, ALE AJ NI\u010cIA. Inovova\u0165 je d\u00f4le\u017eit\u00e9, ale z\u00e1le\u017e\u00ed aj na tom, ak\u00e9 tieto inov\u00e1cie vlastne s\u00fa. Trval\u00e1 udr\u017eate\u013enos\u0165 alebo riziko s eventu\u00e1lnou revol\u00faciou.Obe maj\u00fa svoje v\u00fdznamy. A aj o tomto je kniha Dilema inov\u00e1tora\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Pr\u00e1ve dnes, 10. janu\u00e1ra 2022,\u00a0 prich\u00e1dza na Slovensko kniha \u201eDilema inov\u00e1tora\u201c od Claytona Christensena.<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>K \u00faspe\u0161n\u00e9mu podnikaniu nepotrebujete v\u017edy jedine\u010dn\u00fd n\u00e1pad, ale schopnos\u0165 prisp\u00f4sobova\u0165 sa trhu a glob\u00e1lnym i lok\u00e1lnym zmen\u00e1m.<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ka\u017ed\u00e1 firma pritom \u010del\u00ed potrebe inovova\u0165 \u2013 a tu vznik\u00e1 paradox. Inov\u00e1cie m\u00f4\u017eu by\u0165 priebe\u017en\u00e9 a konzervat\u00edvne, ale aj radik\u00e1lne a riskantn\u00e9. Ako odhali\u0165 tie, ktor\u00e9 zmenia trh?<\/strong><\/li>\n<\/ul>\n<p><b>Najd\u00f4le\u017eitej\u0161ia kniha roka 2022?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Magaz\u00edn <\/span><span style=\"font-weight: 400;\">The Economist<\/span><span style=\"font-weight: 400;\"> ju zaradil medzi <\/span><b>\u0161es\u0165 najd\u00f4le\u017eitej\u0161\u00edch publik\u00e1ci\u00ed o obchode a podnikan\u00ed v hist\u00f3rii<\/b><span style=\"font-weight: 400;\">. Kniha Dilema inov\u00e1tora od Claytona Christensena je opr\u00e1vnene pova\u017eovan\u00e1 za povinn\u00fa literat\u00faru pre v\u0161etk\u00fdch mana\u017e\u00e9rov, riadite\u013eov, podnikate\u013eov a v\u00f4bec ka\u017ed\u00e9ho, kto sa zaober\u00e1 obchodom, slu\u017ebami, v\u00fdrobou \u010di v\u00fdvojom. K\u013e\u00fa\u010dov\u00fdm pojmom jeho pr\u00e1ce a te\u00f3rie je <\/span><i><span style=\"font-weight: 400;\">Disruptive Innovation<\/span><\/i><span style=\"font-weight: 400;\">, teda <\/span><b>ru\u0161iv\u00e1<\/b><span style=\"font-weight: 400;\">, v kontexte <\/span><b>prevratn\u00e1 inov\u00e1cia<\/b><span style=\"font-weight: 400;\">. Christensen ako prv\u00fd definoval, ak\u00fd je mechanizmus ich vzniku, ako si napriek zdanlivo mal\u00e9mu potenci\u00e1lu napokon podmania svet a bu\u010f zlikviduj\u00fa firmy, na\u0161tartuj\u00fa k nov\u00e9mu rastu, alebo daj\u00fa \u0161ancu konkurencii, hoci dovtedy bezv\u00fdznamnej.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Christensen vo svojej te\u00f3rii overenej praxou dok\u00e1zal, \u017ee <\/span><i><span style=\"font-weight: 400;\">intuit\u00edvny odhad<\/span><\/i><span style=\"font-weight: 400;\"> je v biznise skoro na ni\u010d, ak m\u00e1 podnik prosperova\u0165 dlhodobo. Dokonca odhalil, \u017ee ani samotn\u00fd podnik nie je t\u00fdm hlavn\u00fdm, \u010do mus\u00ed nutne pretrva\u0165, preto\u017ee podstatnej\u0161ou sa uk\u00e1zala schopnos\u0165 spozorova\u0165 prevratn\u00e9 inov\u00e1cie v\u010das, investova\u0165 do nich, reagova\u0165 na zmeny na trhu a neb\u00e1\u0165 sa radik\u00e1lnych zmien. Jednou z nich m\u00f4\u017ee by\u0165 aj zatvorenie p\u00f4vodn\u00e9ho podniku, hoci sa to na prv\u00fd poh\u013ead zd\u00e1 ako prehra.\u00a0<\/span><\/p>\n<p><b>\u201eNau\u010di\u0165 niekoho, ako m\u00e1 myslie\u0165, je hodnotnej\u0161ie ako u\u010di\u0165, \u010do si m\u00e1 myslie\u0165<\/b><span style=\"font-weight: 400;\">,\u201c uviedol Christensen, ke\u010f sp\u00e4tne uva\u017eoval o stretnut\u00ed s niekdaj\u0161\u00edm \u0161\u00e9fom spolo\u010dnosti Intel, Andym Grovom.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Pochopi\u0165, \u017ee svet sa men\u00ed a v\u00fdv\u00edja, to je hlavn\u00fd pilier my\u0161lienkov\u00fdch vzorcov, ktor\u00e9 Christensen vyu\u017eil vo svojom \u017eivotnom diele Dilema inov\u00e1tora. Pr\u00e1ve dnes, 10. janu\u00e1ra 2022, toto dielo vstupuje do predaja v slovenskom preklade.<\/span><\/p>\n<p style=\"text-align: center;\">K\u00fapi\u0165 knihu Dilema inov\u00e1tora hne\u010f teraz<\/p>\n<p>&nbsp;<\/p>\n<h3><b>Pr\u00edklady z praxe<\/b><\/h3>\n<p>&nbsp;<\/p>\n<p><i><span style=\"font-weight: 400;\">Mobiln\u00e9 telef\u00f3ny Nokia s\u00e9rie N zo za\u010diatku 21. storo\u010dia sa dnes st\u00e1vaj\u00fa zberate\u013esk\u00fdmi k\u00faskami<\/span><\/i><\/p>\n<h3><b>NOKIA &#8211; Pr\u00edklad dokonal\u00e9ho p\u00e1du<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Typick\u00fdm pr\u00edkladom z praxe, ako m\u00f4\u017ee tak\u00e1to inov\u00e1cia zru\u0161i\u0165 dominanciu jednej glob\u00e1lne p\u00f4sobiacej spolo\u010dnosti, je f\u00ednska Nokia. Nokia bola dlh\u00e9 roky nespochybnite\u013en\u00fdm l\u00eddrom vo v\u00fdrobe mobiln\u00fdch telef\u00f3nov. Produktov\u00e9 portf\u00f3lio zah\u0155\u0148alo v\u0161etky segmenty, od najlacnej\u0161\u00edch modelov po \u0161pi\u010dkov\u00e9 mana\u017e\u00e9rske zariadenia a komunik\u00e1tory s\u00e9ri\u00ed N a E. Ve\u013ekos\u0165 spolo\u010dnosti Nokia bola nev\u00eddan\u00e1 a zdalo sa, \u017ee tu bude nav\u017edy. Vedenie f\u00ednskej zna\u010dky v\u0161ak prehliadlo a preme\u0161kalo pr\u00edle\u017eitos\u0165 zapoji\u0165 sa do nov\u00e9ho trendu &#8211; v\u00fdroby mobiln\u00fdch telef\u00f3nov s dotykov\u00fdmi displejmi a jednoduch\u0161\u00edm pou\u017e\u00edvate\u013esk\u00fdm rozhran\u00edm. Opera\u010dn\u00fd syst\u00e9m Symbian, na ktorom Nokia dlh\u00e9 roky pracovala, sa zrazu zdal by\u0165 zastaral\u00fdm a napokon spolo\u010dnosti nepomohlo ani vyu\u017eitie softv\u00e9ru niekdaj\u0161ieho konkurenta, mobiln\u00e9ho Windowsu od Microsoftu, a napokon Androidu od Googlu. Medzit\u00fdm sa prelomovej inov\u00e1cie, smartf\u00f3nov, chopili zna\u010dky ako Apple a Samsung, ktor\u00e9 trhom dominuj\u00fa dodnes. Nokia \u00faplne prehliadla, \u017ee aj jej vlastn\u00ed z\u00e1kazn\u00edci za\u010dali preferova\u0165 in\u00fd typ zariaden\u00ed, namiesto toho investovala do \u010fal\u0161ieho v\u00fdvoja zabehnut\u00fdch konceptov, ktor\u00e9 v\u0161ak postupne za\u010dali str\u00e1ca\u0165 na atraktivite.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><i><span style=\"font-weight: 400;\">Inzer\u00e1t z magaz\u00ednu The Photographic Herald and Amateur Sportsman s legend\u00e1rnym sloganom \u201eVy stla\u010dte tla\u010didlo &#8211; my sa postar\u00e1me o zvy\u0161ok\u201c (november 1889)<\/span><\/i><\/p>\n<h3><b>KODAK &#8211; Pr\u00edklad adapt\u00e1cie sa na zmeny<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">\u010eal\u0161\u00edm pr\u00edkladom prehliadnutia prevratnej inov\u00e1cie je americk\u00fd Kodak. Vznikol v roku 1880 a po\u010das v\u00e4\u010d\u0161iny 20. storo\u010dia bol dominantn\u00fdm v\u00fdrobcom a dod\u00e1vate\u013eom fotografick\u00e9ho a dlhometr\u00e1\u017eneho filmu. V roku 1976 dosiahol takmer 90-percentn\u00fd trhov\u00fd podiel v Spojen\u00fdch \u0160t\u00e1toch. Kodak sa stal obe\u0165ou rozmachu digit\u00e1lnej fotografie v 90. rokoch a hoci sa pustil do agres\u00edvnej politiky uplat\u0148ovania svojich patentov a za\u010da\u0165 sa orientova\u0165 na oblas\u0165 digit\u00e1lnej tla\u010de, dokonca pred\u00e1val digit\u00e1lne fotoapar\u00e1ty pod vlastnou zna\u010dkou. V roku 2012 bol v\u0161ak na pokraji bankrotu, \u010do napokon viedlo k z\u00e1sadn\u00fdm rozhodnutiam mana\u017ementu upusti\u0165 od doteraj\u0161ej firemnej politiky, opustenie od v\u00fdroby digit\u00e1lnych fotoapar\u00e1tov, vreckov\u00fdch digit\u00e1lnych kamier a digit\u00e1lnych r\u00e1m\u010dekov a s\u00fastredenie sa na trh digit\u00e1lneho zobrazovania pre podniky a korpor\u00e1cie. Kodak rozpredal svoje patenty za viac ako pol miliardy americk\u00fdch dol\u00e1rov firm\u00e1m ako Apple, Google, Facebook, Amanzon, Microsoft, Samsung, Adobe Systems a \u010fal\u0161\u00edm. Kodak sa musel preorientova\u0165, jadro svojho biznisu s\u00fastredil najm\u00e4 na korpor\u00e1tneho z\u00e1kazn\u00edka. Hlavn\u00fdm segmentom podnikania je Digit\u00e1lna tla\u010d a grafika pre z\u00e1vody, z\u00e1bavn\u00fd a filmov\u00fd priemysel, poskytuje balenie, funk\u010dn\u00fa tla\u010d, grafick\u00fa komunik\u00e1ciu a profesion\u00e1lne slu\u017eby pre firmy na celom svete, v Indii podnik\u00e1 aj s v\u00fdrobou telev\u00edzorov Kodak TV. Ru\u0161iv\u00e1 inov\u00e1cia, v tomto pr\u00edpade digitaliz\u00e1cia, takmer zni\u010dila p\u00f4vodn\u00fd Kodak, no spr\u00e1vnymi rozhodnutiami a preorientovan\u00edm sa firma napokon pre\u017eila.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><i><span style=\"font-weight: 400;\">Intel 8086 je 16-bitov\u00fd procesor od firmy Intel bol prv\u00fd z radu procesorov architekt\u00fary x86<\/span><\/i><\/p>\n<h3><b>IBM A INTEL &#8211; Pr\u00edklady, \u017ee prisp\u00f4sobi\u0165 sa raz nesta\u010d\u00ed<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Ke\u010f sa 70. rokoch 20. storo\u010dia\u00a0 \u013eudia z IBM pozreli na \u010dipy vyr\u00e1ban\u00e9 Intelom pre osobn\u00e9 po\u010d\u00edta\u010de (tzv. mikropo\u010d\u00edta\u010de), nepova\u017eovali ich za tak d\u00f4le\u017eit\u00e9, aby im venovali zv\u00fd\u0161en\u00fa pozornos\u0165. Ani z\u00e1kazn\u00edci IBM nemali o tak\u00e9to produkty z\u00e1ujem, preto\u017ee mali odli\u0161n\u00e9 preferencie. Ale bolo ve\u013ea nad\u0161encov, ktor\u00ed si mikropo\u010d\u00edta\u010de kupovali, a Intel a in\u00ed z toho boli schopn\u00ed z\u00edska\u0165 peniaze a vylep\u0161i\u0165 \u010dipy. Intel to v roku 1978 doviedlo k v\u00fdvoju \u010dipu 8086, prv\u00e9ho s architekt\u00farou x86. V IBM boli spokojn\u00ed s t\u00fdm, \u017ee sa im dar\u00ed a pova\u017eovali svoju trhov\u00fa poz\u00edciu za stabiln\u00fa.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A potom sa stalo toto:\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ka\u017ed\u00fd \u00fa\u010dtovn\u00edk na svete sa to pozrel a takmer omdlel. Ide o VisiCalc v po\u010d\u00edta\u010doch Apple II z roku 1979. Zeleno-\u010dierny tabu\u013ekov\u00fd program s preh\u013eadn\u00fdm pou\u017e\u00edvate\u013esk\u00fdm prostred\u00edm bol revol\u00faciou, dopyt po mikropo\u010d\u00edta\u010doch explodoval a zrazu sa o osobn\u00e9 po\u010d\u00edta\u010de zauj\u00edmali aj z\u00e1kazn\u00edci IBM. U\u017e to boli po\u010d\u00edta\u010de na skuto\u010dn\u00fa pr\u00e1cu, nielen pre nad\u0161encov a st\u00e1li ove\u013ea menej ako ve\u013ek\u00e9 rie\u0161enia od IBM.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">IBM bolo n\u00faten\u00e9 vst\u00fapi\u0165 na trh s osobn\u00fdmi po\u010d\u00edta\u010dmi. Snaha r\u00fdchlo dobehn\u00fa\u0165 v\u00fdvoj trhu znamenala, \u017ee v roku 1981 spolo\u010dnos\u0165 prist\u00fapila na ne\u0161\u0165astn\u00e9 rozhodnutie vysklada\u0165 cel\u00fd produkt od tret\u00edch str\u00e1n. Hardv\u00e9r postavili na mikroprocesore Intel 8088, n\u00e1stupcovi 8086 a v licencii vyu\u017eili softv\u00e9r BASIC a DOS od Microsoftu. To bol za\u010diatok dominancie Microsoftu a Intelu.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Len\u017ee ani dominancia Intelu nevyzerala by\u0165 trval\u00e1. V polovici 90. rokov Intel str\u00e1cal podiel na trhu v prospech AMD a \u010fal\u0161\u00edch v\u00fdrobcov, ktor\u00ed vyr\u00e1bali lacn\u00e9 \u010dipy x86 s n\u00edzkym v\u00fdkonom.\u00a0 V tomto obdob\u00ed vtedaj\u0161\u00ed riadite\u013e spolo\u010dnosti Intel, Andrew Grove, h\u013eadal cesty, ako tento \u00fapadok zvr\u00e1ti\u0165. Zavolal si akademika Claytona Christensena, aby sa s n\u00edm poradil, no napokon si na neho vyhradil \u010das len desa\u0165 min\u00fat. Christensen v\u0161ak vedel, \u010do chce Grova nau\u010di\u0165, preto mu napokon z\u00edskal pol hodinu, po\u010das ktorej Grova priviedol k rozhodnutiu investova\u0165 do procesorov Celeron. Neboli lurakt\u00edvne, neboli na nich dos\u0165 vysok\u00e9 mar\u017ee, len\u017ee stal sa z nich hit a Intel si podmanil trhy. A je na mieste tvrdi\u0165, \u017ee pr\u00e1ve t\u00e1to spolupr\u00e1ca s Intelom mala na populariz\u00e1cii Christensenovho diela obrovsk\u00fd podiel.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Len\u017ee <\/span><b>princ\u00edpy z Dilemy inov\u00e1tora<\/b><span style=\"font-weight: 400;\"> sa uplatili op\u00e4\u0165, ke\u010f Groveho n\u00e1stupca, Paul Otellini, nevyu\u017eil pr\u00edle\u017eitos\u0165 a ponuku Steve Jobsa na v\u00fdrobu \u010dipov poh\u00e1\u0148aj\u00facich smartf\u00f3ny iPhone. Intel vtedy nahradil dovtedaj\u0161ieho partnera zna\u010dky Apple, PPC, v dod\u00e1vke komponentov pre Mac, tak\u017ee bol pre Jobsa prvou vo\u013ebou. Pod\u013ea odhadov Otelliniho mali by\u0165 n\u00e1klady na v\u00fdrobu \u010dipu vy\u0161\u0161ie ako to, \u010do za ne pon\u00fakalo Apple, k dohode teda nepri\u0161lo. Otellini v roku 2005 neodhadol, \u017ee n\u00e1klady by napokon boli ni\u017e\u0161ie a <\/span><b>v\u00fdroba iPhonov ston\u00e1sobn\u00e1<\/b><span style=\"font-weight: 400;\">.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Intel preme\u0161kal pr\u00edle\u017eitos\u0165, neodhadol potenci\u00e1l tejto odspodu prich\u00e1dzaj\u00facej inov\u00e1cie a so svojimi procesormi architekt\u00fary x86 prehr\u00e1va v boji s modern\u00fdmi procesormi ARM.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">V tomto kontexte je p\u00f4sobiv\u00e9 napr\u00edklad to, \u017ee aj grafy, ktor\u00fdmi Christensen demon\u0161troval \u010dasov\u00fd v\u00fdvoj a v\u00fdkon revolu\u010dn\u00fdch inov\u00e1ci\u00ed, sa \u00faplne zhoduj\u00fa s re\u00e1lnym v\u00fdvojom v\u00fdkonov procesorov spolo\u010dnost\u00ed Intel a Apple:<\/span><\/p>\n<p><span style=\"font-weight: 400;\"> <\/span><\/p>\n<p><strong>V knihe Dilema inov\u00e1tora Christensen odpoved\u00e1 aj na nasledovn\u00e9 ot\u00e1zky:<\/strong><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>\u010co je to vlastne t\u00e1 dilema inov\u00e1tora?\u00a0<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ak\u00e9 s\u00fa rozdiely medzi udr\u017eiavac\u00edmi a ru\u0161iv\u00fdmi, prevratn\u00fdmi inov\u00e1ciami?<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>\u010co je podstatou skuto\u010dne d\u00f4le\u017eit\u00fdch inov\u00e1ci\u00ed a ako ich nach\u00e1dza\u0165 vo vlastnom podnikan\u00ed?<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ako rozl\u00ed\u0161i\u0165 perspekt\u00edvnu inov\u00e1ciu od tej, ktor\u00fa trh odmietne?<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ako ust\u00e1\u0165 n\u00e1ro\u010dn\u00fd konkuren\u010dn\u00fd s\u00faboj otvoren\u00e9ho trhu?<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ako riadi\u0165 firmy, aby boli dlhodobo udr\u017eate\u013en\u00e9?<\/strong><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><strong>Ako prekona\u0165 ove\u013ea v\u00e4\u010d\u0161iu a finan\u010dne lep\u0161ie zabezpe\u010den\u00fa konkurenciu?<\/strong><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center;\">K\u00fapi\u0165 knihu Dilema inov\u00e1tora hne\u010f teraz<\/p>\n<h3><b>Od janu\u00e1ra 2022 na Slovensku<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">My\u0161lienky a dielo Christensena spred takmer \u0161tvr\u0165 storo\u010dia s\u00fa vysoko relevantn\u00e9 dodnes. Dokonca sa m\u00f4\u017ee zda\u0165, \u017ee pr\u00e1ve dnes s\u00fa e\u0161te aktu\u00e1lnej\u0161ie, preto\u017ee <\/span><b>firiem je dnes nepomerne viac ako kedyko\u013evek predt\u00fdm<\/b><span style=\"font-weight: 400;\">, \u010delia tak v\u00e4\u010d\u0161iemu konkuren\u010dn\u00e9mu tlaku a s\u00fa n\u00faten\u00e9 zvl\u00e1da\u0165 inov\u00e1cie lep\u0161ie ako ich predchodcovia.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ktor\u00e9 inov\u00e1cie s\u00fa tie spr\u00e1vne a ktor\u00e9 ich m\u00f4\u017eu prevalcova\u0165 a zni\u010di\u0165? Ako tieto typy inov\u00e1ci\u00ed rozl\u00ed\u0161i\u0165 v\u010das, ako ich cielene budova\u0165, udr\u017eiava\u0165 a kedy sa vybra\u0165 ktorou cestou? Na tieto ot\u00e1zky neexistuje jednozna\u010dn\u00e1 a jednoduch\u00e1 odpove\u010f.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Odpovede si vy\u017eaduj\u00fa pochopenie s\u00favislost\u00ed, znalos\u0165 trhu, znalos\u0165 svojej spolo\u010dnosti a jej produktov a slu\u017eieb, z\u00e1kazn\u00edkov a mnoho \u010fal\u0161ieho.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Dilema inov\u00e1tora od Claytona Christensena zdanlivo nie je \u010d\u00edtanie pre ka\u017ed\u00e9ho, ale my ju odpor\u00fa\u010dame v\u0161etk\u00fdm.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Slovensk\u00fd preklad knihy Dilema inov\u00e1tora od Claytona Christensena je v predaji od 10. janu\u00e1ra 2022.<\/span><\/p>\n<p>&nbsp;<\/p>\n <strong>Clayton Magleby Christensen<\/strong> bol americk\u00fd akademick\u00fd a obchodn\u00fd konzultant, ktor\u00fd vyvinul te\u00f3riu \u201eru\u0161iv\u00fdch inov\u00e1ci\u00ed\u201c. T\u00e1 je pova\u017eovan\u00e1 za jednu najvplyvnej\u0161\u00edch podnikate\u013esk\u00fdch my\u0161lienok za\u010diatku 21. storo\u010dia, uv\u00e1dza Wikipedia o Christensenovi, ktor\u00fd zomrel za\u010diatkom roka 2020 | <em>Foto: World Economic Forum from Cologny, Switzerland @Wikimedia Commons, CC BY-SA 2.0<\/em>\n<p>&nbsp;<\/p>\n<h3><b>\u010co o knihe Dilema inov\u00e1tora povedali \u0161pecialisti<\/b><\/h3>\n<p><b>K\u013e\u00fa\u010dov\u00e9 pojmy v tomto \u010dl\u00e1nku:<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Pomoc firm\u00e1m, pomoc \u017eivnostn\u00edkom, rady pre podnikate\u013eov, rady pre freelancerov, ako podnika\u0165, n\u00e1pad na podnikanie, ako podnika\u0165, pre\u010do podnika\u0165, chyby v podnikan\u00ed, chyby u \u017eivnostn\u00edkov, inov\u00e1cie v biznise, inov\u00e1cie v podnikan\u00ed, ako podnika\u0165 lep\u0161ie, ako zbohatn\u00fa\u0165, ako pracova\u0165 lep\u0161ie<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Clayton Christensen, The Innovator\u2019s Dilemma, Dilema inov\u00e1tora, Kniha, Sebarozvoj, Podnikanie, Biznis, United Philanthropy, Vzdel\u00e1vanie, Inov\u00e1cie, Technol\u00f3gie, Mana\u017ement<\/span><\/li>\n<\/ul>\n<p>&nbsp;<\/p>","protected":false},"excerpt":{"rendered":"<p>Neschopnos\u0165 popredn\u00fdch spolo\u010dnost\u00ed udr\u017ea\u0165 sa na vrchole je najbe\u017enej\u0161\u00edm sprievodn\u00fdm javom rozmachu ve\u013ek\u00fdch inov\u00e1ci\u00ed.<\/p>","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[51],"tags":[],"class_list":["post-7466","post","type-post","status-publish","format-standard","hentry","category-archiv","two-columns"],"_links":{"self":[{"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/posts\/7466","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/comments?post=7466"}],"version-history":[{"count":0,"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/posts\/7466\/revisions"}],"wp:attachment":[{"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/media?parent=7466"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/categories?post=7466"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/instrid.sk\/en\/wp-json\/wp\/v2\/tags?post=7466"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}