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The Reason Why It Is So Difficult For Existing Firms To Capitalize On Disruptive Innovations Is That Their Processes And Their Business Model That Make Them Good At The Existing Business Actually Make Them Bad At Competing For The Disruption. Companies In Fact Are Specifically Organized To Under-invest In Disruptive Innovations! This Is One Reason Why We Often Suggest That Companies Set Up Separate Teams Or Groups To Commercialize Disruptive Innovations. When Disruptive Innovations Have To Fight With Other Innovations For Resources, They Tend To Lose Out.

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.

Many Think Of Management As Cutting Deals And Laying People Off And Hiring People And Buying And Selling Companies. That's Not Management, That's Deal Making. Management Is The Opportunity To Help People Become Better People. Practiced That Way, It's A Magnificent Profession.

Management Has To Provide The Coordinating Mechanism Between What The Supplier Provides And What The User Needs In Not-good-enough Situations Where Product Architecture Is Consequently Interdependent. Management Always Beats Markets When There Is Not Sufficient Information.

One Reason There Are So Many Short-lived Management Fads Is That Their Prescriptions Were Derived And Advocated In Precisely This Way. So Managers Read About A Fad And Try It, Find That It Doesn't Work, Abandon The Effort, And Move On To The Next Thing. In Reality, It Is Usually The Case That The Faddish Prescription Was Indeed Sound Advice In Certain Circumstances, But Actually Was Poor Advice In Other Circumstances.