"We contest the conclusions of scholars such as Tushman and Anderson , 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."

“The concept of the value network — the context within which a firm identifies and responds to customers' needs, solves problems, procures input, reacts to competitors, and strives for profit — is central to this synthesis.”

“an accurate description or picture of the status or characteristics of a situation or phenomenon.”

“Disruptive technologies typically enable new markets to emerge. There is strong evidence showing that companies entering these emerging markets early have significant first-mover advantages over later entrants.”

“The 50 Most Influential Management Gurus Harvard Business Review”

“Only the general manager can mold the resources, processes, and values that affect innovation, into a coherent capability to develop and launch superior new products and services repeatedly.”

“The technological changes that damage established companies are usually not radically new or difficult from a technological point of view. They do, however, have two important characteristics: First, they typically present a different package of performance attributes—ones that, at least at the outset, are not valued by existing customers. Second, the performance attributes that existing customers do value improve at such a rapid rate that the new technology can later invade those established markets.”