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 52
... potential . These are followed by a period during which new and far - reaching innovations burst on the scene , and then things gradually slow down during a long period of commer- cialization . Nikolai Kondratiev , a Russian economist ...
... potential . These are followed by a period during which new and far - reaching innovations burst on the scene , and then things gradually slow down during a long period of commer- cialization . Nikolai Kondratiev , a Russian economist ...
Page 157
... potential of rival technologies they don't have a chance . Companies overesti- mate their ability to see discontinuities coming because they believe they understand their competitors . But they don't and this is hubristic error # 5 ...
... potential of rival technologies they don't have a chance . Companies overesti- mate their ability to see discontinuities coming because they believe they understand their competitors . But they don't and this is hubristic error # 5 ...
Page 273
... potential can then be compared with the remaining potential of other aspects of the business , at least conceptually , to deter- mine how important technology is likely to be to the overall strategy . The potential for each technical ...
... potential can then be compared with the remaining potential of other aspects of the business , at least conceptually , to deter- mine how important technology is likely to be to the overall strategy . The potential for each 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