MBA essay范文参考：Why do Successful Companies Fail?

MBA essay范文参考-为什么成功的公司会失败？本文是一篇留学生MBA essay写作范文，主要内容是讲述为什么成功的公司会失败？为什么即使他们是行业的领导者，他们也会失败？本篇MBA essay引用克莱顿·M·克里斯滕森的《创新者的困境》一书帮助我们理解了这背后的现象。西尔斯，一家曾经非常成功的公司，错过了折扣零售和家居中心的趋势。这导致了数十亿美元的巨大损失，他们再也无法从中恢复过来。当他们的成功受到赞扬时，他们忽视了所有的迹象，变得过于舒适，这导致了一个全球强国的消亡。下面就一起来看一下这篇MBA essay范文的具体内容。

Why do successful companies fail? And why do they fail even if they are the leaders in the industry? The Innovator’s Dilemma, a book by Clayton M. Christensen, helps us to understand the phenomenon behind this. Sears, a very successful company at one point, missed the trend of discount retailing and home centers. This lead to a huge loss of billions of dollars and they were never able to recover from. While they were being praised for the their success, they ignored all the signs and got too comfortable, which led to the demise of a global powerhouse.

Sears was not the only company that was praised for their success yet later failed. From the outside, it seemed like they were doing everything right. They gathered data before the release of new products. They listened to what the current market wanted and tailored their products based on those needs. They continued to support their sustaining technology while ignoring the disruptive technology because it was not needed in the current market. Disruptive technology does not satisfy current needs but the future needs of the market.

西尔斯并不是唯一一家因其成功而受到赞扬但后来却失败的公司。从外表上看，他们似乎做得很好。他们在新产品发布前收集了数据。他们倾听当前市场的需求，并根据这些需求定制产品。他们继续支持他们的持续技术，而忽略了颠覆性技术，因为当前市场不需要它。颠覆性技术不能满足当前的需求，而是满足市场未来的需求。

Sustaining innovation are technologies that improve a company’s performance based on the feedback that they get from their customers. These innovations help to reduce the defects of the current offerings or improving the overall quality of the product. This terminology believes in the theory that customers are always right and tailors their products to meet those needs.

本篇MBA essay解释持续创新是指根据客户的反馈来提高公司绩效的技术。这些创新有助于减少当前产品的缺陷或提高产品的整体质量。这个术语相信这样一种理论，即客户总是正确的，并根据这些需求定制产品。

On the other hand, disruptive innovations are products that have an overall lower quality that don’t perform well in comparison to the sustaining products. These products come to life from a need that is not being met in the current market. They exist in a niche market that is being ignored by the current market offerings. While there might not be a need in the current market for these innovations, disruptive technologies grow to meet the future needs of the customers.

另一方面MBA essay也解释颠覆性创新是指整体质量较低的产品，与持续性产品相比表现不佳。这些产品的生命力来自于当前市场无法满足的需求。它们存在于一个被当前市场产品忽视的利基市场。虽然当前市场可能不需要这些创新，但颠覆性技术的发展可以满足客户未来的需求。

These companies fail because while they are following the same management practices that made them successful, it makes them succumb to disruptive innovation.  Christensen introduces the five principles of disruptive technology and how managers can use them to manage the effects of these innovations. It can help them use these principles to their advantage because otherwise they will fail in the long run.

这些公司之所以失败，是因为尽管它们遵循着使它们成功的管理实践，但这使它们屈服于颠覆性创新。克里斯滕森介绍了颠覆性技术的五项原则，以及管理者如何利用这些原则来管理这些创新的效果。它可以帮助他们利用这些原则为自己谋利，否则他们将长期失败。

A value network is how a firm recognizes and reacts to their customer needs while striving for profit. This helps a firm to use their competitive advantage and their past choices to find out what the value is for new technology. A firm then allocates their resources based on what they find is the most attractive to their lead customers. That means even if they chose the disruptive innovation, their lead customers might not respond. The first principle is about how the survival of these firms relies on lead customers and investors for resources. Don’t rely on customers current needs to let you know what they might need in the future because it will provide incorrect data that might lead to failure.

本篇MBA essay同时解释价值网络是指企业在追求利润的同时，如何识别客户需求并对其做出反应。这有助于公司利用其竞争优势和过去的选择来了解新技术的价值。然后，公司根据他们认为对主要客户最具吸引力的东西来分配资源。这意味着，即使他们选择了颠覆性的创新，他们的主要客户也可能不会做出回应。第一个原则是关于这些公司的生存如何依赖主要客户和投资者的资源。不要依赖客户当前的需求来让你知道他们未来可能需要什么，因为这会提供可能导致故障的错误数据。

The second principle is how small markets do no solve the growth needs of a large organization. If a company wants to be successful, they must maintain their current profit and create new opportunities as they continue to grow. As they get larger, they need to increase their revenue in order to maintain their overall growth rate. This makes it difficult for them to enter a small market because they would not be able to achieve the same growth rates that they need to survive.

第二个原则是，小型市场无法解决大型组织的增长需求。如果一家公司想要成功，就必须保持目前的利润，并在不断发展的过程中创造新的机会。随着规模的扩大，他们需要增加收入，以保持整体增长率。这使得他们很难进入一个小市场，因为他们将无法实现生存所需的增长率。

The third principle discusses how markets for the disruptive innovation cannot be analyzed in a market that does not exist. The demand is uncertain for this market, which makes it hard for upper management to consider investing their time and resources. If a market does not guarantee financial return then it’s highly unlikely that a firm would be willing to enter the market. Due to this, new entrants learn by making mistakes and then making revisions.

第三个原则讨论了如何在一个不存在的市场中分析颠覆性创新的市场。这个市场的需求是不确定的，这使得高层管理层很难考虑投入时间和资源。如果一个市场不能保证财务回报，那么一家公司就不太可能愿意进入这个市场。正因为如此，新入职者通过犯错和修改来学习。

The fourth principle is how organizations’ capabilities define its disabilities. A lot of managers assume because they have employees that are capable of achieving the task, then the organization is capable as well. That is not completely accurate because the organization has capabilities that are separate from it employees. The capabilities of an organization are its processes and values. While people can be trained and adjust easily when learning new procedures, processes and values are harder to change. So while their values encourage the employees to focus mainly on high margin return projects, they can’t simultaneously focus on low margin products. Therefore, sometimes organizations’ capabilities can also be its disabilities because it prevents them from pursuing disruptive innovation.

第四个原则是组织的能力如何定义其残疾。许多管理者认为，因为他们的员工有能力完成任务，所以组织也有能力。这并不完全准确，因为组织拥有独立于it员工的能力。一个组织的能力就是它的过程和价值观。虽然人们在学习新程序时可以很容易地接受培训和调整，但流程和价值观更难改变。因此，尽管他们的价值观鼓励员工主要关注高利润回报项目，但他们不能同时关注低利润产品。因此，有时组织的能力也可能是其残疾，因为它阻止了他们追求颠覆性创新。

The fifth and final principle is how the technology supply might not equal its market demand. In the early stages of disruptive innovation, the demand for them is only in small markets. As they continue to grow, they evolve to meet customers’ future needs. That is because technology advances faster than the demands for them. These innovations only exist in niche markets and meet the needs of early adopters. So while they might not satisfy the current market needs, it will eventually take over the existing market.

第五个也是最后一个原则是技术供应可能不等于市场需求。在颠覆性创新的早期阶段，对它们的需求只在小市场。随着他们的不断发展，他们不断发展以满足客户未来的需求。这是因为技术的进步速度超过了对它们的需求。这些创新只存在于利基市场，满足早期采用者的需求。因此，尽管它们可能无法满足当前的市场需求，但它最终会接管现有市场。

Managers that try to fight these principles when dealing with disruptive technology might cause their organization to fail. You can’t manage sustaining and disruptive technologies in the same way or that will cause you to miss the future needs of the market. Christensen recommends that managers faced with this dilemma to follow new ways to manage this. He suggests that you create separate division to deal with these innovations that will benefit from these gains. By doing that you are giving the smaller firms the responsibility to meet those customers demands. For example in the book he mentioned how Johnson and Johnson created over 160 different divisions, which allows them to introduce distributive technologies. Due to the fact that its only part of a small division, if the distributive technology fails then they can discard it and move on to the next one because the exit barriers are low.

MBA essay指出管理者在处理颠覆性技术时试图对抗这些原则，可能会导致他们的组织失败。你不能以同样的方式管理持续性和颠覆性技术，否则会错过市场未来的需求。克里斯滕森建议面临这种困境的管理者采用新的方法来管理这种困境。他建议你建立单独的部门来处理这些创新，这些创新将从这些收益中受益。通过这样做，你就赋予了小公司满足客户需求的责任。例如，在书中，他提到Johnson如何创建了160多个不同的部门，这使他们能够引入分布式技术。由于这只是一个小部门的一部分，如果分布式技术失败，他们可以放弃它，转而使用下一个，因为退出壁垒很低。

Rather than waiting to fail at the end, plan to fail while you are still in the early stages. This is because it costs less when you are making mistakes at the early stages of the lifecycle. Not only is it less costly but the exit barriers are still low at that stage. Christensen advices that you treat failures as a trial and error process to help improve the disruptive innovation to meet customers’ future needs. Rather than being a follower, be a leader in the disruptive market; don’t wait for the breakthroughs in technology. The current attributes of the disruptive technology might not seem attractive to the current lead customers but it might help to create a new market.

与其等到最后失败，不如趁你还处于早期阶段就计划好失败。这是因为当您在生命周期的早期阶段犯错误时，成本会更低。它不仅成本较低，而且在那个阶段退出壁垒仍然很低。Christensen建议您将失败视为一个试错过程，以帮助改进颠覆性创新，满足客户未来的需求。与其成为追随者，不如成为颠覆性市场的领导者；不要等待技术的突破。颠覆性技术的当前特性可能对当前的主要客户没有吸引力，但它可能有助于创造一个新市场。

This book was published in 1997 and because of that I feel that the books examples are outdated. The book should be updated with newer examples that will help the author get to his point across much faster. For example for how the IPhones were considered a disruptive technology because it advanced the current needs of the market. Initially, it only served a niche market and then smartphones took over the phone industry. Regular cellphones could not meet the current needs of the lead customers because they had higher expectations.

这本书于1997年出版，正因为如此，我觉得这些书的例子已经过时了。这本书应该用更新的例子来更新，这将有助于作者更快地理解自己的观点。例如，iPhone被认为是一项颠覆性技术，因为它满足了当前市场的需求。最初，它只服务于一个利基市场，然后智能手机接管了手机行业。普通手机无法满足主要客户当前的需求，因为他们有更高的期望。

The book was very dry to read and it was very repetitive; I understand that he was trying to get his point across but I think he could have done it with fewer pages. I thought that the book’s principles were very interesting and could see where distributive technologies could have interfered with the current market in the present time. I would suggest this book to others because I have learned a great deal and can see why this book is still being read even though it was written twenty years ago. These issues are still prevalent in today’s market and will continue to do so in the future as technology continues to evolve.

Reference 参考文献

Christensen, C. M. (2016). The innovator’s dilemma: When new technologies cause great firms to fail. Boston, MA: Harvard Business Review Press.

本篇MBA essay总结，这本书读起来很枯燥，而且重复性很强；我知道他试图表达自己的观点，但我认为他本可以用更少的篇幅来完成。我认为这本书的原理非常有趣，可以看出分布式技术在当前的市场中可能会受到什么干扰。我会把这本书推荐给其他人，因为我学到了很多，并且明白为什么这本书虽然是20年前写的，但仍在被阅读。这些问题在当今市场上仍然普遍存在，并且随着技术的不断发展，这些问题将在未来继续存在。本站提供各国MBA essay范文，MBA essay写作辅导，如有需要可咨询本平台。