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 38
... Xerox did it to the carbon paper makers during the 60s by developing its inherently more flexible and cheaper copying and duplicating process . U.S. Surgical did it in surgery by exploiting the potential of staples to close wounds , a ...
... Xerox did it to the carbon paper makers during the 60s by developing its inherently more flexible and cheaper copying and duplicating process . U.S. Surgical did it in surgery by exploiting the potential of staples to close wounds , a ...
Page 234
... Xerox and Wang seem to enjoy beating each other up . The start was again rocky , with a long delay in getting the first system out due to software problems . By the time it finally got to the market , the product did not possess clear ...
... Xerox and Wang seem to enjoy beating each other up . The start was again rocky , with a long delay in getting the first system out due to software problems . By the time it finally got to the market , the product did not possess clear ...
Page 242
... Xerox , Land of Polaroid . Others were not : Tom Watson , Sr. , at IBM , George Dively at Harris and Bill Ylvisaker at Gould are examples of CEOS without technical backgrounds who nevertheless oversaw technological deci- sions which ...
... Xerox , Land of Polaroid . Others were not : Tom Watson , Sr. , at IBM , George Dively at Harris and Bill Ylvisaker at Gould are examples of CEOS without technical backgrounds who nevertheless oversaw technological deci- sions which ...
Contents
Two The Age of Discontinuity | 45 |
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
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