HOUSE_OVERSIGHT_015997.jpg
1.43 MB
Extraction Summary
1
People
7
Organizations
2
Locations
0
Events
2
Relationships
2
Quotes
Document Information
Type:
Book excerpt / report page (evidence document)
File Size:
1.43 MB
Summary
This document appears to be a page from a book or report (page 307) discussing business innovation theory, specifically 'Christensen's conclusion' (likely referring to Clayton Christensen's 'The Innovator's Dilemma'). It details how established companies (like hard drive manufacturers and minicomputer companies) fail to adapt to technological discontinuities despite having resources and educated staff. It contrasts established powerhouses like Digital/IBM with startups like Dell and Compaq originating in university dorms (MIT/Harvard). The page bears a 'HOUSE_OVERSIGHT_015997' stamp, indicating it is part of a Congressional evidence file.
People (1)
| Name | Role | Context |
|---|---|---|
| Christensen | Academic/Theorist |
Referenced regarding his conclusion on why established companies fail to innovate (likely Clayton Christensen).
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Organizations (7)
| Name | Type | Context |
|---|---|---|
| IBM |
Cited as the only exception of a company that navigated transitions successfully, though struggling with the move to ...
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| MIT |
Mentioned as a location (dorms) where new computer manufacturers were based.
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| Harvard |
Mentioned as a location (dorms) where new computer manufacturers were based.
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| Dell |
Cited as a new manufacturer based in dorms.
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| Compaq |
Cited as a new manufacturer based in dorms.
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| Digital |
Referenced as an existing powerhouse of computing that was not the source of new models (Digital Equipment Corporation).
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| Fortune 100 |
Referenced regarding buggy whip companies at the turn of the 20th century.
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Key Quotes (2)
"Christensen’s conclusion is that established companies tend to concentrate too much on their existing revenue streams while ignoring potential new ones."Source
HOUSE_OVERSIGHT_015997.jpg
Quote #1
"Despite their legions of Ivy League graduates and business school MBAs, they all went bankrupt."Source
HOUSE_OVERSIGHT_015997.jpg
Quote #2
Full Extracted Text
Complete text extracted from the document (1,529 characters)
Creativity
307
307
[Image of various hard drives ranging from large to small placed on a wooden table with a ruler]
Hard Drives
hard drive manufacturer would be the obvious group to construct the next generation. But it seemed that not only did incumbent players not construct the next generation, they ran their businesses into the ground while ignoring the technology discontinuity. Despite their legions of Ivy League graduates and business school MBAs, they all went bankrupt.
As he looked around the economy, he found a similar pattern in other sectors. Minicomputer companies failed to make the jump to personal computers. Further back in time, buggy whip companies – in the Fortune 100 at the turn of the 20th century – failed to make the transition to the motor vehicle economy. The only exception he could find was IBM. IBM had successfully navigated some transitions but at that time was fighting for survival as companies transitioned from mainframes to Linux based servers and their survival was in question. Why was this so?
Christensen’s conclusion is that established companies tend to concentrate too much on their existing revenue streams while ignoring potential new ones. This is no surprise. When the disc drive industry made the move from 8” disks to 5¼”, the only customers for these new new smaller models were unheard of manufacturers of personal computers. Some were based in the dorms of MIT and Harvard – Dell and Compaq – not in the existing powerhouses of computing – Digital
HOUSE_OVERSIGHT_015997
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