TY - JOUR
AU - Paulson, Albert S.
AB - Sping 1996 | V ol.38, No.3 | REPRINT SERIES California Review Management Marketing and Discontinuous Innovation: The Probe and Learn Process Gary S. Lynn Joseph G. Morone Albert S. Paulson © 1996 by The Regents of the University of California Marketing and Discontinuous Innovation: THE PROBE AND LEARN PROCESS Gary S. Lynn Joseph G. Morone Albert S. Paulson he disappointing performance of U.S. firms during the 1980s in technology-intensive, global markets (such as consumer electronics, office and factory automation, and semiconductor memories) has T been widely attributed to a failure to continuously and incrementally improve products and processes. In The Breakthrough Illusion, Florida and Kenney wrote that “The United States makes the breakthroughs, while other countries, especially Japan, provide the follow-through” on which competitive advantage is built. Gomory made a similar point, contrasting “revolutionary” innovations with “another, wholly different, less dramatic, and rather grueling process of innovation, which is far more critical to commercializing technology profitably ... Its hallmark is incremental improvement, not breakthrough. It requires turning products over again and again, getting the new model out, starting work on an even newer one. This may all sound dull, but the achievements are exhilarating.” In The Machine that Changed 
TI - Marketing and Discontinuous Innovation: The Probe and Learn Process
JF - California Management Review
DO - 10.2307/41165841
DA - 1996-04-01
UR - https://www.deepdyve.com/lp/sage/marketing-and-discontinuous-innovation-the-probe-and-learn-process-tHZo5u2usi
SP - 8
EP - 37
VL - 38
IS - 3
DP - DeepDyve
ER -