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When the technology that has the potential for revolutionizing an industry emerges, established companies typically see it as unattractive: it’s not … - Joseph L. Bower
" "When the technology that has the potential for revolutionizing an industry emerges, established companies typically see it as unattractive: it’s not something their mainstream customers want, and its projected profit margins aren’t sufficient to cover big-company cost structure. As a result, the new technology tends to get ignored in favor of what’s currently popular with the best customers. But then another company steps in to bring the innovation to a new market. Once the becomes established there, smaller-scale innovation rapidly raise the technology’s performance on attributes that mainstream customers’ value.
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About Joseph L. Bower
Joseph L. Bower (born 1938) is an American organizational theorist and Emeritus Professor of Business Administration at . He is especially known for his work on corporate planning and investment and on .
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We contest the conclusions of scholars such as Tushman and Anderson (1986), who have argued that incumbent firms are most threatened by attacking entrants when the innovation in question destroys, or does not build upon, the competence of the firm. We observe that established firms, though often at great cost, have led their industries in developing critical competence-destroying technologies, when the new technology was needed to meet existing customers’ demands.
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