The Elements of Platform Leadership
Cusumano, M and Gawer, A (2002) The Elements of Platform Leadership MIT Sloan Management Review: MIT's journal of management research and ideas, 43 (3). pp. 51-58.
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You would think that a company like Intel, which in 2001 provided nearly 85% of the microprocessors for personal computers, would feel relatively secure. But companies holding the keys to popular technology don’t live in a vacuum. In many cases, they are dependent not only on economic forces in the wider world but also on the research-and-development activities of partners. David Johnson, one of the directors of the Intel Architecture Labs (IAL) in Hillsboro, Oregon, goes so far as to call that reality desperate. “We are tied to innovations by others to make our innovation valuable. If we do innovation in the processor, and Microsoft or independent software parties don’t do a corresponding innovation, our innovation will be worthless. So it really is a desperate situation for us.”
|Divisions :||Faculty of Arts and Social Sciences > Surrey Business School|
|Date :||15 April 2002|
|Related URLs :|
|Depositing User :||Symplectic Elements|
|Date Deposited :||14 Jul 2016 09:45|
|Last Modified :||14 Jul 2016 11:11|
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