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5. But – and this is the final ‘do’ – a successful innovation aims at leadership. It does not aim necessarily at becoming eventually a ‘big business’… - Peter Drucker
" "5. But – and this is the final ‘do’ – a successful innovation aims at leadership. It does not aim necessarily at becoming eventually a ‘big business’; in fact, no one can foretell whether a given innovation will end up as a big business or a modest achievement. But if an innovation does not aim at leadership from the beginning, it is unlikely to be innovative enough, and therefore unlikely to be capable of establishing itself. Strategies (to be discussed in Chapters 16 to 19) vary greatly, from those that aim at dominance in an industry or a market to those that aim at finding and occupying a small ‘ecological niche’ in a process or market. But all entrepreneurial strategies, that is, all strategies aimed at exploiting an innovation, must achieve leadership within a given environment. Otherwise they will simply create an opportunity for the competition.
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About Peter Drucker
Peter Ferdinand Drucker (November 19 1909 – November 11 2005) was an Austrian-born American writer, management consultant and university professor. In 1943 he became a naturalized citizen of the United States. He taught at New York University and Claremont Graduate University respectively.
Biography information from Wikiquote
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Native Name:
Peter Ferdinand Drucker
Alternative Names:
Peter F. Drucker
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An organization, a social artifact, is very different from a biological organism. Yet it stands under the law that governs the structure and size of animals and plants: The surface goes up with the square of the radius, but the mass grows with the cube. The larger the animal becomes, the more resources have to be devoted to the mass and to the internal tasks, to circulation and information, to the nervous system, and so on.
Without... a subconscious unity, understanding of each other's behavior is difficult to attain. ...We have all ...had experience ...where someone from a different environment, a different region of the country, a different social group, perhaps a different country, behaves contrary to what we consider normal behavior ...In international affairs we have had a grotesque and tragic example of such failure to understand, and of its dangers, in Mr. Neville Chamberlain's profound belief that Hitler must react, think, and act like a successful British businessman; and it was probably Hitler's undoing that he expected the British and Americans to react and act in the "realistic" fashion of a Nazi boss.
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