Innovation: The Attacker's Advantage |
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Page 40
... competitive position faster than we expect . Why small competitors often get the drop on large com- petitors . And why corporate leaders who attempt to control the pace of innovation in their industry almost always fail . Consider the ...
... competitive position faster than we expect . Why small competitors often get the drop on large com- petitors . And why corporate leaders who attempt to control the pace of innovation in their industry almost always fail . Consider the ...
Page 56
... competitive advantage . Technology could do that . Rather than downgrading or isolating technology , they had to integrate it into the mainstream of their business so they could use all its potential to beat the competition . Thus they ...
... competitive advantage . Technology could do that . Rather than downgrading or isolating technology , they had to integrate it into the mainstream of their business so they could use all its potential to beat the competition . Thus they ...
Page 63
... competitive products . For the broad - based competitive product we found that the technical factors were the same as for our product , but the limits to these factors were different ; this gave us a set of research targets for our ...
... competitive products . For the broad - based competitive product we found that the technical factors were the same as for our product , but the limits to these factors were different ; this gave us a set of research targets for our ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
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Airbus approach Artificial Heart attack attacker's advantage base 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 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 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