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 106
... EFFECTIVENESS Superb " third era ” management of technology has one major problem : it focuses on efficiency when companies need to be concerned with effectiveness . Effectiveness is set when a com- pany determines which S - curve it ...
... EFFECTIVENESS Superb " third era ” management of technology has one major problem : it focuses on efficiency when companies need to be concerned with effectiveness . Effectiveness is set when a com- pany determines which S - curve it ...
Page 134
... effectively . Of the other six , Westinghouse dropped out of the merchant market by 1960 , Sylvania sold its assets by ... effective defenders of what quickly became old technologies and effec- tive attackers with new technologies . In ...
... effectively . Of the other six , Westinghouse dropped out of the merchant market by 1960 , Sylvania sold its assets by ... effective defenders of what quickly became old technologies and effec- tive attackers with new technologies . In ...
Page 211
... effectiveness is the issue , not efficiency . Reaching for greater efficiency when there is a much more effective option available is suicide . Inevitably it pushes a company toward maintaining the current technology and makes it more ...
... effectiveness is the issue , not efficiency . Reaching for greater efficiency when there is a much more effective option available is suicide . Inevitably it pushes a company toward maintaining the current technology and makes it more ...
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