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 76
... engineers who understand the underlying science , if indeed it is understood . If it is not , then it needs to be ... engineer on the IBM 360 and 370 computers and founder of Amdahl , founded another company called Trilogy to design and ...
... engineers who understand the underlying science , if indeed it is understood . If it is not , then it needs to be ... engineer on the IBM 360 and 370 computers and founder of Amdahl , founded another company called Trilogy to design and ...
Page 145
... engineer unusually productive in the chemical business aren't necessarily going to sustain him in biochemicals . He has ... engineers must invent new ways of stirring or find themselves out of work and their companies out of business ...
... engineer unusually productive in the chemical business aren't necessarily going to sustain him in biochemicals . He has ... engineers must invent new ways of stirring or find themselves out of work and their companies out of business ...
Page 171
... engineers often become bickering matches . Marketers complain about tech- nical successes that were market failures , and engineers com- plain that marketing doesn't know how to sell or what customers want . Partitioning the equation ...
... engineers often become bickering matches . Marketers complain about tech- nical successes that were market failures , and engineers com- plain that marketing doesn't know how to sell or what customers want . Partitioning the equation ...
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