声音简介
At SonoSite,as in nearly every company,this conflict was not an inadvertent oversight.Rather, it is a pervasive paradox—a problem that I've termed in my research as the innovator's dilemma.The company's income statement highlighted all the costs that the company was incurring.It also showed all the revenues that SonoSite needed to generate day in and day out,in order to cover those costs— which,by the way, it had to do if it wanted to improve the quality and cost of health care for millions of people.The salespeople would need to sell five iLook handheld devices to generate the profits that a single Titan laptop would provide. And their own commis- sions were higher when they sold the more expensive laptop device.
The sorts of problems that Kevin Goodwin and his salespeople were wrestling with are some of the most challenging of all—those where the things that make sense don't make sense. Sometimes these problems emerge between departments within a company. At SonoSite, for example, what made sense from the CEO's perspective did not make sense from the salesman's perspective. What made sense to engineers-pushing the frontier of performance in the next products beyond the best of their current products,making them more sophisticated and capable, regardless of expense— was counter to the logic of the company's strategy, which was to make the iLook even smaller and more affordable.
资源配置的悖论
在索诺声，几乎在每一家公司，这种冲突都不是无意的疏忽。相反，这是一个普遍的悖论——我在研究中将这个问题称为创新者的困境。该公司的利润表强调了该公司产生的所有成本。它还显示了索诺声日复一日必须有的收入，以支付这些成本——顺便说一句，如果它想提高数百万人的医疗质量和成本，它必须这样做。销售人员需要销售五台路可儿，才能获得一台泰坦所能提供的利润。当他们出售更贵的笔记本电脑时，他们自己的佣金更高。
凯文·古德温和他的销售人员正在努力解决的各种问题是最具挑战性的——那些在某个地方有意义的事情在另外的地方变得没意义。有时这些问题会在公司内部的不同部门之间出现。例如，在索诺声，从首席执行官的角度来看有意义的事情，从销售员的角度来看就没有意义。对工程师来说有意义的是——让下一代产品的性能超过当前的产品，使其更加复杂和强大，而不考虑成本——而这与公司战略逻辑背道而驰，公司想让让索诺声更小、更实惠。
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