Innovation: The Attacker's Advantage |
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Page 77
... problem after another , or judging whether it can be solved , until he hits one he knows can't be solved , because ... problems are , and understands the constraints placed on any product by the way it is produced . He has become ...
... problem after another , or judging whether it can be solved , until he hits one he knows can't be solved , because ... problems are , and understands the constraints placed on any product by the way it is produced . He has become ...
Page 82
... problem of limits . To be useful these little components had to be wired together . The more complex the function of the device , the more of these components the engineer had to wire together . But how ? A low - fi radio could be quite ...
... problem of limits . To be useful these little components had to be wired together . The more complex the function of the device , the more of these components the engineer had to wire together . But how ? A low - fi radio could be quite ...
Page 83
... problem . He observed that sili- con , the material that had come to be used for the transistors , could be used for the other components as well . They would be more expensive , but , Kilby reasoned , " So what if it costs me more to ...
... problem . He observed that sili- con , the material that had come to be used for the transistors , could be used for the other components as well . They would be more expensive , but , Kilby reasoned , " So what if it costs me more to ...
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