Sublime

consumers and developers (e.g., Apple’s app store).

As Alph Bingham noticed, for difficult challenges organizations tend toward local search. They rely on specialists in a single knowledge domain, and methods that have worked before. (Think about the lab with only E. coli specialists from chapter 5.) If those fail, they’re stuck. For the most intractable problems, “our research shows that a domain-b

To understand this race to the top—and to prosper inside it—it pays to appreciate the forces driving customer expectations of quality: Transparency Triumph and the survival of the best. Creative Destruction and the many benefits it brings people. Easy Experimentation and a tendency toward greater access to—and trust of—the new.

The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have

Therefore, the theory suggests that companies ought to outsource activities that don’t influence the characteristics of a product or service that customers deem (or will deem) most critical. Specialists can better optimize those pieces of the value chain.

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much of what the best executives in successful companies have learned about managing innovation is not relevant to disruptive technologies.