Ultimately, When You Come Up With A

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.

Breaking An Old Business Model Is Always Going To Require Leaders To Follow Their Instinct. There Will Always Be Persuasive Reasons Not To Take A Risk. But If You Only Do What Worked In The Past, You Will Wake Up One Day And Find That You’ve Been Passed By.

History Is Littered With Great Firms That Got Killed By Disruption. Of Course, The Personal Computer, A Technology That First Took Root As A Toy, Got Digital Equipment Corporation. Kodak Missed The Boat For A Long Time On Digital Imaging. Sony Was Slow To Get Mp3 Technology. Microsoft Doesn't Know What To Do With Open Source Software. And So On.

This Is One Of The Innovator’s Dilemmas: Blindly Following The Maxim That Good Managers Should Keep Close To Their Customers Can Sometimes Be A Fatal Mistake.