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 146
... strategy changes as well . For instance , consider what might happen if the biochemical business were to take over from the chemical industry . We could easily find that small plants were more economic than large plants and that they ...
... strategy changes as well . For instance , consider what might happen if the biochemical business were to take over from the chemical industry . We could easily find that small plants were more economic than large plants and that they ...
Page 304
... strategy of , 30 corporate culture : anticipating changes in , 149- 152 changes in underlying technology and , 139-44 in chemical vs. biochemical industry , 144-47 skill base changes and , 205-10 costs : of imitation vs. invention , 195 ...
... strategy of , 30 corporate culture : anticipating changes in , 149- 152 changes in underlying technology and , 139-44 in chemical vs. biochemical industry , 144-47 skill base changes and , 205-10 costs : of imitation vs. invention , 195 ...
Page 310
... strategy , 203–4 , 206 new skills acquired through , 205– 207 in pharmaceutical industry , 49- 50 valley of death in , 207-10 Merrill Lynch , 223 Merrow , E. W. , 105n metamorphoses , 223–26 , 232-35 Met Path , 232 Mexico , steel ...
... strategy , 203–4 , 206 new skills acquired through , 205– 207 in pharmaceutical industry , 49- 50 valley of death in , 207-10 Merrill Lynch , 223 Merrow , E. W. , 105n metamorphoses , 223–26 , 232-35 Met Path , 232 Mexico , steel ...
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