"The Innovator's Dilemma" by Clayton Christensen examines the paradox of how successful companies often fail to adapt to new technologies and markets. Christensen analyzes the disk drive, mechanical excavator, and steel industries to demonstrate that while companies are adept at navigating sustaining innovations, they often struggle to recognize and adapt to disruptive technologies. The book highlights the role of value networks in shaping company strategy, arguing that established companies are often too focused on serving their existing high-end customers and maximizing profits in established markets to embrace the potentially less profitable, but ultimately more significant, disruptive technologies. This leads to a pattern of “upward mobility” and “downward immobility,” where companies easily move into higher-performance, high-margin markets but find it difficult to enter lower-end markets driven by disruptive technologies. Christensen concludes by providing a framework for managing disruptive technological change, emphasizing the need for companies to recognize the unknowable nature of emerging markets, build organizational capabilities that align with disruptive innovation, and create separate, more agile organizations to explore and exploit these new markets.