In The Study Of Management, Unfortunately, Many

Don't Worry About The Level Of Individual Prominence You Have Achieved; Worry About The Individuals You Have Helped Become Better People.

If I Know What To Spec, And I Can Measure It, And There Are No Unpredictable Interdependencies Between What You Do And What I Must Do In Response, Then An Economist Would Say That Is Sufficient Information For A Market To Emerge Between You And Me.

By The Time It Becomes Obvious That A Technology Will Have Truly Disruptive Impact, It Is Often Too Late To Take Action. This Is One Reason Why We Are Such Advocates Of Using Theory To Try To Analyze Industry Change. Conclusive Evidence That Proves That A Company Needs To Take Action Almost Never Exists. In Fact, The Data Can Fool Management, Lulling Them Into A False Sense Of Security.

In A Large Successful Company Where Your Power Base As Ceo Isn't All That Secure, It's Hard For A Ceo To Pursue A Truly Disruptive Strategy.

Because These Firms Listened To Their Customers, Invested Aggressively In New Technologies That Would Provide Their Customers More And Better Products Of The Sort They Wanted, And Because They Carefully Studied Market Trends And Systematically Allocated Investment Capital To Innovations That Promised The Best Returns, They Lost Their Positions Of Leadership.