Innovation: The Attacker's Advantage |
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Page 31
... curve , the attacker's advantage , and discontinuities . THE S - CURVE The S - curve is a graph of the relationship between the effort put into improving a product or process and the results one gets back for that investment . It's ...
... curve , the attacker's advantage , and discontinuities . THE S - CURVE The S - curve is a graph of the relationship between the effort put into improving a product or process and the results one gets back for that investment . It's ...
Page 35
... curve , change comes as a surprise , catching them on their blindside . It happens so often and predictably that I've often thought of calling the S - curve the " blindside curve . " But this would emphasize the negative too much . The S - ...
... curve , change comes as a surprise , catching them on their blindside . It happens so often and predictably that I've often thought of calling the S - curve the " blindside curve . " But this would emphasize the negative too much . The S - ...
Page 276
... curve is its limits , the notion of the " productiv- ity " ( or slope of the curve ) and how it will change . These factors can often be estimated without going through the full - blown process of drawing each and every S - curve ...
... curve is its limits , the notion of the " productiv- ity " ( or slope of the curve ) and how it will change . These factors can often be estimated without going through the full - blown process of drawing each and every S - curve ...
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