Because These Firms Listened To Their Customers,

In General, The Questions That Are On Our Mind Are The Same Questions That Have Been Driving Our Work Over The Past Decade. How Do We Bring Order To This Messy, Unpredictable World Of Innovation? How Can We Dramatically Improve The Chances Of Creating A Successful New-growth Business? How Can We Do This Again And Again? More Specifically, It Has Become Very Clear That The Fundamental Paradigms Of Market Segmentation And Branding Are Badly Broken - And We're Working On Developing More Useful Theories For These Dimensions Of Innovation.

Ultimately, When You Come Up With A Classification Scheme That Is Collectively Exhaustive And Mutually Exclusive, Then The Theory Can Become What Kuhn Called A Paradigm.

The Outsourcing Gurus Have Been Driving The Theory, And They Are Saying Everybody Ought Always To Do This. But It Is Really Contingent On Where You Are On The Spectrum From "not Good Enough" To "more Than Good Enough," Relative To Each Tier Of The Market.

In Most Instances, Biotechnology, Though A Radically Different Approach, Is A Sustaining Technology: It's A Dramatically Improved Way Of Targeting Problems That We Hadn't Been Able To Solve With The Conventional Approach Of Mainstream Pharmaceutical Companies.

The Answer Is The Disruptive Innovator, An Outsider, Who Creates A Product Or Service For The Non-existing Consumer In A Non-existing Market For Almost No Profit.