Innovation: The Attacker's Advantage |
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Page 35
... panies and men abandoned their past successes . But the out- siders didn't understand limits . For those who don't understand limits and the S - curve , change comes as a surprise , catching them on their blindside . It happens so often ...
... panies and men abandoned their past successes . But the out- siders didn't understand limits . For those who don't understand limits and the S - curve , change comes as a surprise , catching them on their blindside . It happens so often ...
Page 53
... panies to make their decisions about which automobiles to produce a year and a half closer to the actual market entry , a tremendous advantage over competitors who fail to use the new technology . Computer engineers , telecommunicators ...
... panies to make their decisions about which automobiles to produce a year and a half closer to the actual market entry , a tremendous advantage over competitors who fail to use the new technology . Computer engineers , telecommunicators ...
Page 102
... panies do not keep records of technological productivity . S - curves almost always come in pairs ( Exhibit 12 ) . The gap between the pair of S - curves represents a discontinuity- Discontinuity Effort 12 S - Curves Almost Always ...
... panies do not keep records of technological productivity . S - curves almost always come in pairs ( Exhibit 12 ) . The gap between the pair of S - curves represents a discontinuity- Discontinuity Effort 12 S - Curves Almost Always ...
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