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 32
... technol- ogy . By technology I mean several things . In some cases it's a specific process - say a chemical process - that produces a specific product . In this case it's hard to distinguish the prod- uct from the technology . More ...
... technol- ogy . By technology I mean several things . In some cases it's a specific process - say a chemical process - that produces a specific product . In this case it's hard to distinguish the prod- uct from the technology . More ...
Page 100
... rate at which competitors will spend money to develop the technology . The forecasting error is a result of bad competitive analysis , not bad technol- ogy analysis . Thus , it might appear that a technology still has 100 INNOVATION.
... rate at which competitors will spend money to develop the technology . The forecasting error is a result of bad competitive analysis , not bad technol- ogy analysis . Thus , it might appear that a technology still has 100 INNOVATION.
Page 121
... technol- ogy and could not ever hope to catch up with BASF no mat- ter how much it invested in the old naphthalene technology . DU PONT VERSUS CELANESE Let's look at S - curves at work in another product - tire cord . Its performance ...
... technol- ogy and could not ever hope to catch up with BASF no mat- ter how much it invested in the old naphthalene technology . DU PONT VERSUS CELANESE Let's look at S - curves at work in another product - tire cord . Its performance ...
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