a cycle that begins with the birth of new technology and ends with the death of that technology and replaced by new technology
S Curve Pattern on Innovation-
A pattern of technological innovation
characterized by slow initial progress, then rapid progress, and then slow progress again as a technology matures and reaches its limits.
patterns of innovation over time that can create sustainable competitive
advantage like Taylormade creating new clubs each year
the first stage of innovation stream where a scientific advance or unique combination of existing technologies that creates a significant
in performance or function like CD replacing audiotapes
the second stage characterized by technological substitution like a 460 driver with a square head.
purchase of new technologies to replace older ones
competition between old and new technologies to establish a new technological standard or dominant design like traditional shaped drivers competing with
critical cell mass, solves a practical problem, independent standards bodies
a new technological design or process that becomes accepted like buying only square drivers.
domain design prevents a company from selling its products like RCA trying to still sell CD players against MP3 players.
the phase of a technology cycle in which companies innovate by lowering costs and
improving the function of a dominant design
Creative work environments-
environments that promote creativity through challenging work, encouragement through organization, supervisors, and workers, freedom, and lack of
psychological state where you are working and time flies
(Experiential approach to innovation-
assumes uncertain environment and uses intuition, flexible options, and hands-on experience to reduce uncertainty
and accelerate learning, goals are for speed- improvements in performance and dominant design, approach is to build new and different, steps- design iteration, testing, milestones, multifunctional teams, powerful leaders)
Compression approach to innovation-
assumes incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation, environment is certain, goals are for speed- lower cost incremental
improvements, approach is to compress time and steps, steps- planning supplier involvement shortening time overlapping steps multifunctional teams)
change based on incremental improvements to dominant
technological design where the new technology is compatible with the old
decline due to failure to see, lack of awareness
problems become more visible but still no action is taken, hope problems will fix
Faulty action stage-
belt-tightening plans to cut costs, increase efficiency, running a tighter ship.