Tellis's verdict is that "there are no permanently dominant firms or permanent market leaders. Light beer: Trommer's, Gablinger's, Brau, Miller, Bud.Īfter studying 66 markets, Prof. For microcomputers, it has been Altair, Tandy, Apple, IBM, Compaq, Dell, and Hewlett-Packard. In video games, we have seen leadership change from Magnavox to Atari, then Nintendo, Sega, Sony, Microsoft, and Nintendo again. He notes how in mobile music, Sony was the leader until Apple came along. He starts with the fact that market leadership frequently passes from company to company, contrary to the common belief that large organizations are behemoths that can't be budged. ![]() That cuts to the heart of his fascinating new book, Unrelenting Innovation, which brings together his studies over the years with other academics on successful and unsuccessful innovators. The extensive research of University of Southern California business professor Gerard Tellis shows that you must provide incentives for enterprise (rather than incentives for the status quo) build internal markets that create competition and reward, rather than stifle, the best ideas and empower innovation champions. ![]() If you want to be eternally innovative as a company – and avoid the innovator's curse which topples large companies that fail to remain dynamic – you must adopt three practices.
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