When Product Performance Outstrips The Ability Of

Every Disruptive Innovation Is Powered By A Simplifying Technology, And Then The Technology Has To Get Embedded In A Different Kind Of A Business Model. The First Two Decades Of Digital Computing Were Characterized By The Huge Mainframe Computers That Filled A Whole Room, And They Had To Be Operated By Phd Computer Scientists. It Took The Engineers At Ibm About Four Years To Design These Mainframe Computers Because There Were No Rules. It Was An Intuitive Art And Just By Trial And Error And Experimentation They Would Evolve To A Computer That Worked.

I've Concluded That Getting The Categories Right Is An Absolutely Crucial Step To Building Useful Management Theory, And Unfortunately Too Few Writers Do This. You've Got To Engage In Serious Scholarship, And Then Figure Out How To Write It In A Way That Lots Of People Can Understand.

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.

Capitalism Has Taught Us That Markets Are Always More Efficient Than Hierarchical Managerial Coordination. But In A Situation Where Those Three Conditions Aren't Met, I Can't Outsource Or Partner With You Because Markets Don't Function In The Absence Of Sufficient Information.

If You Study The Root Causes Of Business Disasters, Over And Over You'll Find This Predisposition Toward Endeavors That Offer Immediate Gratification.