Day is the Geoffrey T. Boisi Professor, Professor of Marketing, and Director of the Huntsman Center for Global Competition and Innovation at the Wharton School. He is the author of Market Driven Strategy and The Market Driven Organization. He co-authored the recently published Peripheral Vision with Schoemaker and is coeditor of Wharton on Dynamic Competitive Strategy. Schoemaker is Research Director of Wharton’s Emerging Technologies Management Research program and also founder and chairman of Decision Strategies International, Inc. Gunther was the coordinating writer for Wharton on Dynamic Competitive Strategy and Wharton on Making Decisions.
In the first two chapters that serve as an introduction, the authors suggest that a “different game” with different rules is now being played and explain how to avoid the various “pitfalls” of emerging technologies. The material that then follows is carefully organized within Four Parts:
For whom will this book be most valuable? Those in organizations which have begun–or are about to begin–development of technologies which they hope can achieve and then sustain a competitive advantage and require expert guidance on how to manage those technologies effectively. In addition, those in organizations that need expert advice when confronted with technologies (developed elsewhere) face disruption of a given competitive marketplace and thus pose a serious threat. For executives in both groups, there really is a “different game to be played,” one that has different rules. Winning or losing that game may depend on understanding the issues and concepts which Day and Schoemaker explain in their book.
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