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. |
From inside the book
Results 1-3 of 3
Page 216
... technology and probably indicates a technology near the top of its S - curve . 7. Are there wide differences in R & D spending among competitors with no apparent market effects ... chief technical officer ? This happens when 216 INNOVATION.
... technology and probably indicates a technology near the top of its S - curve . 7. Are there wide differences in R & D spending among competitors with no apparent market effects ... chief technical officer ? This happens when 216 INNOVATION.
Page 244
... officer fol- lowed by the general operating officers , then marketing , human resources , corporate counsel ... chief technical officer would make the list of key advisors 80 percent of the time . That would put him about third on the ...
... officer fol- lowed by the general operating officers , then marketing , human resources , corporate counsel ... chief technical officer would make the list of key advisors 80 percent of the time . That would put him about third on the ...
Page 268
... technical productivity and yield can help increase the effectiveness of the dialogue substantially . 11. Is the chief technical officer part of the CEO's inner circle of confidants ? Close communication between the CEO and the chief ...
... technical productivity and yield can help increase the effectiveness of the dialogue substantially . 11. Is the chief technical officer part of the CEO's inner circle of confidants ? Close communication between the CEO and the chief ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
2 other sections not shown
Other editions - View all
Common terms and phrases
advance advantage alternatives American approach attack base become began beginning better called capital cash chemical chip comes companies competitive competitors continue Corning corporate cost curve customers defender discontinuities early economic effective effort electronics engineers example expect fact factors future glucose happen heart ideas important improve increase industry innovation investment lead leader less limits look machine manufacturers means million move nology nylon once operating parameters past percent performance period plants Pont position possible potential present probably problem profits progress questions radials replaced requires result S-curve sailing share ships skills speed strategy success tech technical things tion tire tubes understand yield York