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 53
... panies to make their decisions about which automobiles to produce a year and a half closer to the actual market entry , a tremendous advantage over competitors who fail to use the new technology . Computer engineers , telecommunicators ...
... panies to make their decisions about which automobiles to produce a year and a half closer to the actual market entry , a tremendous advantage over competitors who fail to use the new technology . Computer engineers , telecommunicators ...
Page 56
... panies started to look for new opportunities through diver- sification . The conglomerate era had arrived . That is except at a few companies such as IBM , GE , Du Pont , Monsanto , United Technologies and Citibank . Sav- vier than most ...
... panies started to look for new opportunities through diver- sification . The conglomerate era had arrived . That is except at a few companies such as IBM , GE , Du Pont , Monsanto , United Technologies and Citibank . Sav- vier than most ...
Page 242
... panies led by technical or marketing people out - performed * For a discussion of the role of the CEO in technology in different kinds of compa- nies , see Maidique , M. A. , " Entrepreneurs , Champions , and Technological Innova- tion ...
... panies led by technical or marketing people out - performed * For a discussion of the role of the CEO in technology in different kinds of compa- nies , see Maidique , M. A. , " Entrepreneurs , Champions , and Technological Innova- tion ...
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