Most organisations do not fail because they lack ideas. They fail because they put ideas in the wrong category. A bridge technology gets dismissed as a compromise. A revival candidate gets mistaken for an obsolete asset. A platform gets treated like a product. A product that should end survives because it has internal champions. This article looks at eight real cases, including Kodak, Xerox PARC, ASML, Java, Google Reader, Stadia, RISC-V, Arm and IBM PC, to show how companies decide what to build, spin out, archive, open, license, sell or let die.
technology commercialisation
1 post