Innovation: The Attacker's Advantage |
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Page 83
... skills comes the need for more new skills in order to exploit the advance . Not constrained by the need to utilize increas- ingly marginal resources , and free to use the best available new resources , the innovator - in business , the ...
... skills comes the need for more new skills in order to exploit the advance . Not constrained by the need to utilize increas- ingly marginal resources , and free to use the best available new resources , the innovator - in business , the ...
Page 146
... skills turn out to be more relevant , then management faces a very difficult problem . It must direct all its own skills at anticipating this problem because it takes so long to fix . You just can't change people's skills overnight ...
... skills turn out to be more relevant , then management faces a very difficult problem . It must direct all its own skills at anticipating this problem because it takes so long to fix . You just can't change people's skills overnight ...
Page 196
... skills are usually quite different . His strength in attack be- comes a weakness against counterattack if it blinds him to what a defender might do to strike back . If he is to be suc- cessful , it must be difficult for the defender to ...
... skills are usually quite different . His strength in attack be- comes a weakness against counterattack if it blinds him to what a defender might do to strike back . If he is to be suc- cessful , it must be difficult for the defender 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