This lucid and provocative analysis of corporate failure should be required reading for CEOs and managers. It`s not about small or mismanaged companies, but of sterling national and international corporations that failed in large measure because they were customer-oriented and did everything right. This is succinctly pointed out by Harvard professor Clayton Christensen in the subtitle of his book, "When New Technologies Cause Great Firms to Fail." Herein lies the crux of the dilemma as Christensen analyzes not only why great companies fail, but also examines the issues of managing disruptive technological change. Certainly incompetence, arrogance and bureaucracy deserve a share of the blame, but the patterns of failure are far more fundamental and go deeper. Highlights: Defines and builds a failure framework that provides insights into value networks, innovation and the impact of disruptive technological change. Many managers will be surprised to find out just what a `disruptive technology` may be, or how it can destroy a corporate entity. Provides a reference for discussions of management practices such as the assignment of responsibility for disruptive technologies, organizational size or new market discovery. Analyzes performance, market demand and the product life cycle within the context of disruptive technologies. Advantages: This is an empirical, analytical and profoundly disturbing study supported by recurring patterns of failure. It`s an excellent case study and analysis of managing disruptive technological change is noteworthy for elucidating the fundamental concepts that lead to agreater understanding of failure patterns. Related Titles: It is interesting to note how the concepts of managing disruptive technological change are addressed in Creating the