The Innovator's Dilemma, Clayton Christensen

• Read Chapter 8, How To Appraise Your Organization's Capabilities and Disabilities for a summary of the thesis.  Especially the Resources-Process-Values framework.

• In the start-up stages of an organization, much of what gets done is attributable to its resources - its people.

• Over time, however, the locus of the organization's capabilities shifts toward its processes and values.  As people work together successfully to address recurrent tasks, processes become defined.

• And as the business model takes shape and it becomes clear which types of business need to be accorded highest priority, values coalesce.

• Once members of the organization begin to adopt ways of working and criteria for making decisions by assumption, rather than by conscious decision, then those processes and values come to constitute the organization's culture.

• Culture enables employees to act autonomously and causes them to act consistently.

• But when the capabilities have come to reside in processes and values and especially when they have become embedded in culture, change can become extraordinarily difficult.