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 100
... effort put in and results achieved . You might think you should be plotting results against the amount of time involved . But that would be an error . It is not the pas- sage of time that leads to progress , but the application of effort ...
... effort put in and results achieved . You might think you should be plotting results against the amount of time involved . But that would be an error . It is not the pas- sage of time that leads to progress , but the application of effort ...
Page 101
... effort . At the start of the curve we need to put in significant effort before we can expect to see results . Once the learning is done , we begin to make significant progress for very little expenditure of effort . That usually does ...
... effort . At the start of the curve we need to put in significant effort before we can expect to see results . Once the learning is done , we begin to make significant progress for very little expenditure of effort . That usually does ...
Page 120
... effort ( man - years ) 14 Naphthalene's S - Curve . No progress was made after 1958 because the process was at its limit . If Allied had been able to eliminate their unproductive effort , they could have almost doubled the technical ...
... effort ( man - years ) 14 Naphthalene's S - Curve . No progress was made after 1958 because the process was at its limit . If Allied had been able to eliminate their unproductive effort , they could have almost doubled the technical ...
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