RAFFIAPALM

Resources for product teams from industry experts.

Don’t count on breakthroughs. Move ahead early and find the market for the current attributes of the technology. You will find it outside the current mainstream market. You will also find that the attributes that make disruptive technologies unattractive to mainstream markets are the attributes on which the new markets will be built.

— The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) by Clayton M. Christensen

Source: Amazon Kindle

Related Stories and Excerpts:

  1. Build I walked the candidate into our meeting room. “Welcome to Mozi Labs” I said, as I signaled for her to sit in front of our panel. “I will inform the rest of the team that you made it here safely so that we can start the interview. The weather is really bad outside, I hope that you did not have too much trouble finding our office?” “No,” she responded. “I was so excited about this interview that I made a trip in advance yesterday to ensure that I would be able to find my way easily.” Way to win […]
  2. No matter what you’re after, in the internal groundswell, the secret to thriving is culture. This is not about technology implementation but about managing and changing the way organizations work, a change that needs the blessing—or, even better, the active participation—of top echelons of management. It’s nearly impossible to force social technologies on organizations from the top down, because, by their definition, these technologies require the participation of your employees. You can’t force them to adopt groundswell thinking, any more than you can convince reluctant managers to deploy social technologies with your customers. But it sure helps if the […]
  3. Winning over one or two customers in each of five or ten different segments—the consequence of taking a sales-driven approach—will create no word-of-mouth effect. Your customers may try to start a conversation about you, but there will be no one there to reinforce it. By contrast, winning four or five customers in one segment will create the desired effect. Thus, the segment-targeting company can expect word-of-mouth leverage early in its crossing-the-chasm marketing effort, whereas the sales-driven company will get it much later, if at all. This lack of word of mouth, in turn, makes selling the product that much […]
  4. As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end up producing products or services that are actually too sophisticated, too expensive, and too complicated for many customers in their market. Companies pursue these ‘sustaining innovations’ at the higher tiers of their markets because this is what has historically helped them succeed: by charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability.” Among them are new technologies and platforms. — The Startup Way: How Modern Companies Use Entrepreneurial Management to […]
  5. The key is to understand how intuition—specifically, informed intuition—actually works. Unlike numerical analysis, it does not rely on processing a statistically significant sample of data in order to achieve a given level of confidence. Rather, it involves conclusions based on isolating a few high-quality images—really, data fragments—that it takes to be archetypes of a broader and more complex reality. These images simply stand out from the swarm of mental material that rattles around in our heads. They are the ones that are memorable. So the first rule of working with an image is: If you can’t remember it, don’t […]

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