Innovation: The Attacker's Advantage |
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Page 63
... technical limits of both our product and the competition's . " We started by trying to get a precise view of which technical factors of our product were most important to its users . We then sought to determine both the theoretical and ...
... technical limits of both our product and the competition's . " We started by trying to get a precise view of which technical factors of our product were most important to its users . We then sought to determine both the theoretical and ...
Page 169
... technical progress made for the investment . The second is the amount of profit made from that progress . We invest monies in R & D to make technical progress , and that technical progress gives us the potential , but only the potential ...
... technical progress made for the investment . The second is the amount of profit made from that progress . We invest monies in R & D to make technical progress , and that technical progress gives us the potential , but only the potential ...
Page 171
... technical people develop a clean sense of what they have to contribute . We expect marketing executives to know the size of the market . In a similar way we should expect technical people to know the limits of their company's tech ...
... technical people develop a clean sense of what they have to contribute . We expect marketing executives to know the size of the market . In a similar way we should expect technical people to know the limits of their company's tech ...
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