Innovation: The Attacker's AdvantageIllustrates with examples from both old and new industries to explain how large, successful companies can lose their markets almost overnight to new, often small competitors armed with faster-developing technologies and better products. |
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Page 31
The Attacker's Advantage Richard N. Foster. Performance stand three ideas : the S - curve , the attacker's advantage , and discontinuities . THE S - CURVE The S - curve is a graph of the relationship between the effort put into improving ...
The Attacker's Advantage Richard N. Foster. Performance stand three ideas : the S - curve , the attacker's advantage , and discontinuities . THE S - CURVE The S - curve is a graph of the relationship between the effort put into improving ...
Page 35
... S - curve , change comes as a surprise , catching them on their blindside . It happens so often and predictably that I've often thought of calling the S - curve the " blindside curve . " But this would emphasize the negative too much ...
... S - curve , change comes as a surprise , catching them on their blindside . It happens so often and predictably that I've often thought of calling the S - curve the " blindside curve . " But this would emphasize the negative too much ...
Page 276
... curve and discuss how it might be improved through bet- ter management . There is an even more sophisticated ... S - curves . The answer is , " sometimes . " S - curves are useful for understanding what has happened and for checking the ...
... curve and discuss how it might be improved through bet- ter management . There is an even more sophisticated ... S - curves . The answer is , " sometimes . " S - curves are useful for understanding what has happened and for checking the ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
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Airbus approach Artificial Heart attack attacker's advantage BASF Bell Labs Boeing capital cash cost cash registers Celanese chemical chief technical officer chip Citrus Hill companies competitive competitors components consumer Corning corporate curve customers defender's Du Pont economic effort electronics engineers example germanium Gould happen Harris improve industry innovation integrated circuits investment Jack Kilby Japanese juice leader limits look machine makers manufacturers market share McKinsey ment million Monsanto Motorola naphthalene nology nylon orthoxylene Pepsi percent performance parameters phthalic anhydride plants polyester Pont potential problem product or process profits progress R&D productivity radials rayon replaced result S-curve sailing ships scientists silicon skills speed strategy success switch tech technical technol technological discontinuities Texas Instruments things tion tire cord transistors transition Transitron understand vacuum tubes