The Innovator's Dilemma

✅ Make your organizational structure mimic your product’s structure.

✅ New companies usually do better entering new markets than established ones.

✅ What managers were supposed to do was why they lost when it came to disruptive technologies: listening to customers, tracking competitors carefully, and investing resources to build higher-performance, higher-quality products that promised greater profits. Those "good management" instincts are exactly why companies fail when disruptive change shows up.

✅ Managers who succeeded tended to follow a different set of rules than those who failed:

Resource dependence.

Small markets don’t solve the growth needs of large companies.

The ultimate uses for disruptive technologies are unknowable in advance. Failure is an intrinsic step toward success.

Organizations have capabilities that exist independently of the capabilities of the people who work within them.

Technology supply does not equal market demand.