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
... nology . It is this understanding and its impact on his propos- als that make Innovation : The Attacker's Advantage a broader book about a problem we face personally as well as corporately - the world's relentless drive to make us obso ...
... nology . It is this understanding and its impact on his propos- als that make Innovation : The Attacker's Advantage a broader book about a problem we face personally as well as corporately - the world's relentless drive to make us obso ...
Page 56
... nology but the way they guided and managed technology . They saw that to be successful they couldn't make an either- or choice - either technology or marketing . They had to meet the needs of their customers , but in a way that gave ...
... nology but the way they guided and managed technology . They saw that to be successful they couldn't make an either- or choice - either technology or marketing . They had to meet the needs of their customers , but in a way that gave ...
Page 212
... nology . Identifying the alternatives and recognizing their lim- its does not usually lead to an obvious answer . The best strategy may be to pick the adolescent technology with the highest limit because it is never clear when a new ...
... nology . Identifying the alternatives and recognizing their lim- its does not usually lead to an obvious answer . The best strategy may be to pick the adolescent technology with the highest limit because it is never clear when a new ...
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