The habits of established and successful companies, like: Listening to customers Investing aggressively in technologies that give those customers what they say they want. Seeking higher margins Targeting larger markets Doesn't work for [...]

When there is a "Performance Oversupply" it creates the opportunity for disruptive technologies to attack from below.  The intersection of Performance Supply and Performance demand is a critical juncture in the product life [...]

Values that focus an organization priorities on high margin products cannot simultaneously focus priorities on low margin products.  This is why focused organizations perform so much better than unfocused ones.  Their processes and [...]

3 classes of factors impact what an organization can - and cannot - do: It's resources:  The most visible.  People, equipment, technology, product designs, brand, information, cash, relationships with suppliers/distributors/customers.   Usually things or [...]

What should managers do when faced with a disruptive technology that customers do not want?  Convince Everyone in the Firm that the company should pursue it anyways.  That it has strategic advantage. Picking [...]

Executives who succeed in large companies who DON'T get wrecked by innovation tend to do so based on these principles Resource Dependence:  customers control the patterns of resource allocation in well run companies. [...]