 |
When an industry goes through a strategic inflection point, the practitioners of the old art may have trouble.
|
048 |
 |
…when a strategic inflection point sweeps through the industry, the more successful a participant was in the old industry structure, the more threatened it is by change and the more reluctant it is to adapt to it.
|
050 |
 |
By learning from the painful experience of others, we can improve our ability to recognize a strategic inflection point that’s about to affect us. And that’s half the battle.
|
055 |
 |
Customers drifting away from their former buying habits may provide the most subtle and insidious cause of a strategic inflection point – subtle and insidious because it takes place slowly.
|
065 |
 |
…businesses fail either because they leave their customers, i.e., they arbitrarily change a strategy that worked for them in the past (the obvious change), or because their customers leave them (the subtle one).
|
065 |
 |
…the word ‘point’ in strategic inflection point is something of a misnomer. It’s not a point; it’s a long, torturous struggle.
|
095 |
 |
Most strategic inflection points, instead of coming in with a bang, approach on little cat feet. They are often not clear until you can look at the events in retrospect.
|
107 |
 |
…if your instincts suggest that a ’10X’ improvement could make [a] capability exciting or threatening, you may very well be looking at the beginning of what is going to be a strategic inflection point.
|
114 |
 |
…strategic inflection points are rarely clear. Well-informed and well-intentioned people will look at the same picture and assign dramatically different interpretations to it.
|
116 |
 |
…it is extraordinarily important to bring the intellectual power of all relevant parties to this sharpening process [of identifying a strategic inflection point].
|
116 |
