Sometimes the best strategy may be to move to something unfamiliar. Those opponents fight for access to our systems in pursuit of profit, intelligence, military advantage or curiosity. The actions and strategies that have been responsible for the successes of the past will no longer suffice for the future. Thus finding the limit becomes important. In the discussion on key strategies for insuring that the basics are covered, Foster states that the firm must have market knowledge, must under- stand the two or three key parameters that cus- tomers value, and how these are related to the technical potential left in the product, how much technical potential is left, how much the customer will value the remaining potential, how much of this value the firm can capture, and how long each technological alternative will be competitive in the marketplace. Eventually these developments will revert to the mean and disruptive innovation will and incremental innovation more common. You need an innovative business model too — this is the best weapon you have against large incumbents.
We live in an ever-changing world. The roots of this failure lie in the assumptions behind the key decisions that all companies have to make. Finally, as more dollars are put into the development of a product or process, it becomes more and more difficult and expensive to make technical progress. We may live at the same number of the street, but it is never the same man who lives there. With boyish excitement, he showed me the book as if it were proof of something profound.
He suggests that in each technology there is only a limited amount of improvement that results in payback. Eventually it becomes increas- ingly difficult and expensive to make improve- ments valued by the market. In the face of such unknown unknowns, what is a corporate leader to do? Companies should estimate the theoretical maximum performance of their technology and compare current technical performance with that maximum. No successful business can stay successful regardless of how much money or technology they have, if they do not know how to keep evolving with time. One of the most difficult tasks is the search for the right business model to support your idea. The marketing view is not emphasized, but neither is it totally ignored.
Attacker incentives: Cyber crimes, warfare and espionage can seem risk-free because of the often difficult process of attribution, ease of crossing borders to stymie law enforcement, sanctuary certain nations offer cyber criminals, and differing national laws. In some not all circumstances, the people trying to do the overthrowing may have the advantage, if the outfit they are trying to overthrow is big, old, complacent, out-of-shape etc…. Disruptive innovation favors the attacker whereas incremental favors the incumbent — going from will be harder. We are thus likely to see only what we expect and want to see. There are many glaring advantages that e-books have over… 2425 Words 10 Pages 1. Because of the large numbers of briefly devel- oped examples, this book is extremely difficult to classify. Companies have to cannibalize existing and develop new if they are to stay ahead.
If you are at the limit, no matter how hard you try you cannot make progress. Attackers have had the advantage over defenders for not just years, but decades. Then again — Bergek, A. At the heart of each example is a point, a way to break out of the logjam of business challenges. This may be the books great- est value: a highly readable, interesting chronol- ogy of real business occurrences with which he weaves his theory that success is directly related to understanding and exploiting the leverage in technology. S- curves can be sketched and used to anticipate trouble.
Throughout the whole excerpt, Rodriguez talks about his struggles and his efforts in reading books that were tough. Keeping cyber attackers from gaining a foothold in computers—and kicking them out once they do—remains easy to imagine but difficult to accomplish in practice. His conclusion—that attachment to an existing core competence is hazardous to modern business, as much as it is to the ability to build a new core competence—is food for thought. These are chemicals that reflect light. Innovation: The Attackers Advantage, by Richard N. But the underlying forces were at work nevertheless, and in the end they appeared. Hybrid products that seem to be messy assemblages of old and new technologies like steam ships with sails can sometimes be essential for competitive success.
Moving into a new technology almost always appears to be less efficient than staying with the present technology because of the need to bring the new technology up to speed. Technological discontinuities occur when a new technology delivers the desired customer attributes in a different way. If the technical departments do hear about these developments, they may not be able to do much about them because of the press of other projects. Over time these new technologies overtake the existing ones and take the existing firms by surprise. Many programs now install security updates automatically, without requiring user intervention.
Companies build systems that often have more functions than users really need. You've read all your free articles this month. It went on to become the market leader in these. The size, which had been their key point of difference, was now a big disadvantage. Defenders and attackers often have a different perspective when it comes to judging productivity. They ought to be hired or promoted.
Every cyber defender has their own favorite reason. Most dangerous of all, they are blind to their fragility. Complexity: Defending this attack surface has required a profusion of new tools. But new technologies are good for something - usually the low, unprofitable end of the market. They have clear channels to market, established supply chains, revenue, money in the bank. The idea is that there is a threshold and a limit of leverage which technol- ogy provides its owner.