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 17
... technol- ogy . An engineer at an aerospace company defined his busi- ness to one of our colleagues as " making holes . " His company pursued every aspect of hole formation - making them rounder , smaller , cheaper and more evenly spaced ...
... technol- ogy . An engineer at an aerospace company defined his busi- ness to one of our colleagues as " making holes . " His company pursued every aspect of hole formation - making them rounder , smaller , cheaper and more evenly spaced ...
Page 32
... technol- ogies , which machines and which processes are about to be- come obsolete . They are the reason why products eventually stop making money for companies . Management's ability to recognize limits is crucial to determining ...
... technol- ogies , which machines and which processes are about to be- come obsolete . They are the reason why products eventually stop making money for companies . Management's ability to recognize limits is crucial to determining ...
Page 171
... technol- ogy . That effort has now been completed and it resulted in a major reallocation of technical investments from the old technology to new ones . And that is starting to have a major impact on the company's competitive position ...
... technol- ogy . That effort has now been completed and it resulted in a major reallocation of technical investments from the old technology to new ones . And that is starting to have a major impact on the company's competitive position ...
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