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 40
... future holds and misguided actions . But if these mistakes are avoided , and they can be avoided most of the time , the S - curve will provide a solid base for thinking about what will happen in the future , and doing what is necessary ...
... future holds and misguided actions . But if these mistakes are avoided , and they can be avoided most of the time , the S - curve will provide a solid base for thinking about what will happen in the future , and doing what is necessary ...
Page 64
... future of the business . For example , we know from the S- curve that as the limits are approached it becomes increas- ingly expensive to carry out further development . This means that a company will have to increase its technical ...
... future of the business . For example , we know from the S- curve that as the limits are approached it becomes increas- ingly expensive to carry out further development . This means that a company will have to increase its technical ...
Page 116
... future . So PA is an important industrial chemical now and may become more so in the future . One way to make PA is to start with a raw material called naphthalene . Naphthalene has more carbon in it than is re- quired to make PA , but ...
... future . So PA is an important industrial chemical now and may become more so in the future . One way to make PA is to start with a raw material called naphthalene . Naphthalene has more carbon in it than is re- quired to make PA , but ...
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