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 15
... language labs or lasers to do whatever we do , we participate in the technology of our age . We do not tend to think of technology as part of our everyday lives even though we are impressed by how tech- nological marvels like the new ...
... language labs or lasers to do whatever we do , we participate in the technology of our age . We do not tend to think of technology as part of our everyday lives even though we are impressed by how tech- nological marvels like the new ...
Page 42
... language and a facility for talking about and directing technology . We don't hear about technology in the boardroom , except for some prog- ress reports that we pretend to understand or criticize , be- cause we don't have a language or ...
... language and a facility for talking about and directing technology . We don't hear about technology in the boardroom , except for some prog- ress reports that we pretend to understand or criticize , be- cause we don't have a language or ...
Page 268
... language based on the ideas of technical productivity and yield can help increase the effectiveness of the dialogue substantially . 11. Is the chief technical officer part of the CEO's inner circle of confidants ? Close communication ...
... language based on the ideas of technical productivity and yield can help increase the effectiveness of the dialogue substantially . 11. Is the chief technical officer part of the CEO's inner circle of confidants ? Close communication ...
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