What is the seventh and final insight summarized in Chapter 11 concerning barriers to entry for disruptive innovations?
Explanation
This question probes the seventh insight, which redefines the concept of 'barriers to entry' in the context of disruption, shifting the focus from the entrant's strengths to the incumbent's rational decision-making processes.
Other questions
According to the summary in Chapter 11, what is the first insight regarding the pace of progress and market demand?
In Chapter 11, what management process is described as being mirrored by the process of managing innovation?
What is the third insight from Chapter 11 regarding the matching of markets and technology for disruptive innovations?
According to the fourth insight in Chapter 11, what can an organization's capabilities become when faced with disruptive technologies?
What does the fifth insight in Chapter 11 suggest about the availability of information for making investments in disruptive technology?
Based on the sixth insight in Chapter 11, when is leadership most important for a company?
Why does Chapter 11 argue that 'managing better, working harder, and not making so many dumb mistakes' is NOT the answer to the innovator's dilemma?
The summary notes that innovation proposals for disruptive technologies are often starved of resources because they lack what?
What does the summary in Chapter 11 identify as an organization's 'disability' in making money?
According to the summary, what is 'intrinsic to the search for success with a disruptive technology'?
Chapter 11's summary argues that managers should resolve the dilemmas of innovation by first understanding what?
The 'wisdom and intuition' of a staff in a well-run company are described in Chapter 11 as being forged in what?
According to the summary, what is the nature of the 'overall business of creating new markets for disruptive technologies'?
How do the capabilities of organizations and individuals get defined and refined over time, according to the summary in Chapter 11?
What type of advantage do disruptive innovations entail, making leadership an important strategic posture?
The final summary in Chapter 11 describes conventional managerial wisdom in established firms as constituting what for entrepreneurs?
What tools does the summary suggest can help analyze conditions and reveal which situations a company faces regarding technology trajectories?
According to the Chapter 11 summary, why do managers find it difficult to keep resources focused on the pursuit of a disruptive technology?
The summary states that successful organizations ought not and cannot tolerate failure in what type of innovations?
What must managers do to resolve the conflicting demands of sustaining and disruptive technologies, according to the final paragraph of Chapter 11?
Which phrase best describes the initial performance of disruptive technologies compared to established ones, according to the summary?
The summary suggests that an organization's capabilities to take new technology to market are forged within what?
In the context of the sixth insight, which strategy is associated with consistent incremental improvements to extend the performance of conventional technologies?
What reason does the summary give for why small entrant firms enjoy protection from established leaders?
The first dilemma summarized in chapter 11 suggests that focusing on current customers is a valid paradigm for which type of innovation?
According to the second dilemma, the 'wisdom and intuition' of employees in a mainstream value network leads them to understand what?
The third dilemma frames the challenge of disruptive technology primarily as a...
Which of these is listed in the fourth dilemma as a specific organizational 'disability'?
What does the summary say about managers who 'bet the farm' on their first try with a disruptive technology?
In which situation is a follower strategy viable, according to the sixth dilemma?
The seventh dilemma suggests that established firms rarely attack small entrants in emerging markets because...
What is the consequence of the fact that an organization's capabilities are specialized and context-specific?
The resource allocation process in successful companies tends to eliminate or starve which type of proposals?
What is the summary's recommendation for how to approach market creation for a disruptive technology?
The vast majority of innovation challenges that companies face are of what character, according to the summary?
What is the initial reaction of an established firm's most profitable customers to a disruptive technology?
Why is it difficult for a successful company to have a praticed capability in both taking sustaining and disruptive technologies to market?
What does the summary claim about the new markets enabled by disruptive technologies?
According to the summary, what is the problem with the historical barriers to entry focused on by economists (e.g., assets, resources)?
The successful management practices for sustaining innovation are valuable only in what conditions, according to Chapter 11?
What is the relationship between product development cycle times and value networks, as mentioned in the fourth dilemma?
The summary advises that managers should adopt what kind of posture when addressing disruptive vs. sustaining technologies?
Why do established firms find it hard to do what does not fit their model for how to make money?
According to the summary, the findings in the book fit what mold?
The summary argues that the most successful approach for dealing with a disruptive technology has historically been to do what?
What is the result of established firms having 'a valued capability for handling sustaining innovation, but it will not serve the purpose when handling disruptive technologies'?
How does the summary characterize the process of developing understanding and data needed to commercialize disruptive innovations?
Which statement best reflects the sixth dilemma's view on technological leaps in sustaining innovations?
Ultimately, the dilemmas posed by sustaining and disruptive technologies can be resolved if managers create a context where what happens?