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 32
... limits at the top of the S - curve . LIMITS : A NEW WAY TO THINK ABOUT TECHNOLOGY Limits are fundamental to both our personal and our busi- ness lives . In everything we do or make we are governed by limits . We cannot go beyond them ...
... limits at the top of the S - curve . LIMITS : A NEW WAY TO THINK ABOUT TECHNOLOGY Limits are fundamental to both our personal and our busi- ness lives . In everything we do or make we are governed by limits . We cannot go beyond them ...
Page 63
... limits of both our product and the competition's . " We started by trying to get a precise view of which technical factors of our product were most important to its users . We then sought to determine both the theoretical and practical ...
... limits of both our product and the competition's . " We started by trying to get a precise view of which technical factors of our product were most important to its users . We then sought to determine both the theoretical and practical ...
Page 66
... limit . The fact that the limits on sail and speed were known makes an important point about limits . If one understands the underlying science and technology one can estimate where the limits will be . Thus limits , if known and known ...
... limit . The fact that the limits on sail and speed were known makes an important point about limits . If one understands the underlying science and technology one can estimate where the limits will be . Thus limits , if known and known ...
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