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 57
... approach they found it worked a great deal better because it focused on meeting the customer needs in new ways that could be protected . But even though this approach to managing technology was clearly better than its predecessors , it ...
... approach they found it worked a great deal better because it focused on meeting the customer needs in new ways that could be protected . But even though this approach to managing technology was clearly better than its predecessors , it ...
Page 217
... approaches that everyone else says cannot work ? As we saw earlier , Boeing was a failing com- pany when it opened the age of commercial jets by radically altering the design approach of the British Comet . Often the radical moves come ...
... approaches that everyone else says cannot work ? As we saw earlier , Boeing was a failing com- pany when it opened the age of commercial jets by radically altering the design approach of the British Comet . Often the radical moves come ...
Page 275
... approach is fast and cheap . It also produces the least insight . The second approach is more mathematical . The S - curve , as your mathematician friends will tell you , is a " logistics " or " Gompertz " curve . If you know any three ...
... approach is fast and cheap . It also produces the least insight . The second approach is more mathematical . The S - curve , as your mathematician friends will tell you , is a " logistics " or " Gompertz " curve . If you know any three ...
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