商品敘述：

CEO Peter Walsh faces a classic innovator''s dilemma. His company, Crescordia, produces high-quality metal plates, pins, and screws that orthopedic surgeons use to repair broken bones. In fact, because of the company''s long-standing commitment to quality, some orthopedic surgeons use nothing but Crescordia hardware. And now these customers have begun to clamor for the next-generation technology: resorbable hardware. Resorbables offer clear advantages over the traditional hardware. Like dissolving sutures, resorbable plates and screws are made of biodegradable polymers. They hold up long enough to support a healing bone, then gradually and harmlessly disintegrate in the patient''s body. The new products, however, are not yet reliable; they fail about 8% of the time. That''s why Crescordia has delayed launching a line using the new technology. But time is running out. A few competitors have begun to sell resorbables, despite their imperfections, and these companies are picking up market share. Should Crescordia join the fray and risk tarnishing its brand? Or should the company sit tight until it can offer a perfect product? Commenting on this fictional case study in R0506A and R0506Z are Robert A. Lutz, vice-chairman of product development at General Motors; Clayton M. Christensen, the Robert and Jane Cizik Professor of Business Administration at Harvard Business School; Jason Wittes, a senior equity analyst covering medical supplies and devices at Leerink Swann; and Nick Galakatos, a general partner of MPM Capital. For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is reprint R0506X. The complete case study and commentary is reprint R0506A.

涵蓋領域：

Mergers and acquisitions;Risk management;Product development;Brand management;Disruptive innovation

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