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For example, cordless telephones were a radicalinnovation relative to wired phones because they were based on a substantially new technology; however, their customer base was essentially the same. Disruptive innovation does not necessarily involve cutting-edge new technology, as radicalinnovation does.
Magretta, 2002). WHO – Every business model serves a certain customer group (Chesbrough and Rosenbloom 2002; Hamel 2000). Magretta 2002). Radicalinnovations are similar to evolutionary innovations - but the leap of innovation is more comprehensive. And what does the customer value? Johnson, M.W.,
The other side of the opportunity space is shaped by the internal potential of a company, i.e. the innovation culture, the departments’ and employees’ knowledge and information about previous failures or learnings.
billion from 2002 through 2004. This may sound as though we’ve got our facts backward, but your company can significantly increase its knowledge output by cutting R&D spending. It’s all a matter of when you cut your spending, and why. Take Cisco, for example. The company’s R&D expenditures dropped by about $1.5
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