Quotes About Technology

Managers who confront disruptive technological change must be leaders, not followers, in commercializing disruptive technologies.

that leadership is more crucial in coping with disruptive technologies than with sustaining ones, and that small, emerging markets cannot solve the near-term growth and profit requirements of large companies.

Managers who don't bet the farm on their first idea, who leave room to try, fail, learn quickly, and try again, can succeed at developing the understanding of customers, markets, and technology needed to commercialize disruptive innovations.

Why do well-managed companies fail? He concludes that they often fail because the very management practices that have allowed them to become industry leaders also make it extremely difficult for them to develop the disruptive technologies that ultimately steal away their markets.

Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward: Listening to customers Investing aggressively in technologies that give those customers what they say they want Seeking higher margins Targeting larger markets rather than smaller ones

There is no evidence that any of the leaders in developing and adopting sustaining technologies developed a discernible competitive advantage over the followers

Few people have physically and emotionally survived more than one SAP implementation project.42

they reached as far upmarket as they could in each new product generation, until their drives packed the capacity to appeal to the value networks above them. It is this upward mobility that makes disruptive technologies so dangerous to established firms—and so attractive to entrants.

It is in disruptive innovations, where we know least about the market, that there are such strong first-mover advantages. This is the innovator's dilemma.

In dealing with disruptive technologies leading to new markets, however, market researchers and business planners have consistently dismal records.

The strategies and plans that managers formulate for confronting disruptive technological change, therefore, should be plans for learning and discovery rather than plans for execution. This is an important point to understand, because managers who believe they know a market's future will plan and invest very differently from those who recognize the uncertainties of a developing market.

on—the value network framework would predict that firms similar to Quantum and Seagate are not likely to build market-leading positions in flash memory. This is not because the technology is too difficult or their organizational structures impede effective development, but because their resources will become absorbed in fighting for and defending larger chunks of business in the mainstream disk drive value networks in which they currently make their money.

They planned to fail early and inexpensively in the search for the market for a disruptive technology. They found that their markets generally coalesced through an iterative process of trial, learning, and trial again.

established firms tend to be good at improving what they have long been good at doing, and that entrant firms seem better suited for exploiting radically new technologies, often because they import the technology into one industry from another, where they had already developed and practiced it.

Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use.

established firms attempt to push the technology into their established markets, while the successful entrants find a new market that values the technology.

it means that disruptive technologies that may underperform today, relative to what users in the market demand, may be fully performance-competitive in that same market tomorrow.

Once both technologies were good enough in the basic capabilities demanded, therefore, the basis of product choice in the market shifted to reliability.

For what need was there to go anywhere? It all was here. By simply twirling a dial one could talk face to face with anyone wished, could go, by sense, if not in body, anywhere one wished. Could attend the theater or hear a concert or browse in a library halfway around the world. Could transact any business one might need to transact without rising from one's chair. Webster

An android voice answered, "It's Mr. Thorne, sir, on the mentophone from Andrelon." "Thank you, Alice," Adams said.

Pues esto no es nada risible. Se trata sólo de un arco y una flecha, pero no es risible. Pudo haberlo sido en otro tiempo, pero la historia destruyó la comicidad de muchas cosas. Si el arco es un chiste, también lo es entonces la bomba atómica y lo mismo el polvo pestífero que barrió ciudades enteras, y lo mismo el cohete sibilante que se eleva y cae a quince mil kilómetros de distancia matando a un millón de personas.

the ship was coming back—a tiny gnat of steel pushing itself along with twinkling blasts of flaming rocket-fuel.

Slowly, Adams put away the mento-cap, reached out an almost reluctant hand and snapped up a tumbler. Alice answered. "Send me in the Asher Sutton file.

You're being watched too, remember?" "I wasn't aware—" "That some of the screens you're looking at are looking at you?" "Yes." "Well, they are.