Ultimately, When You Come Up With A

Regulatory Fiat Cannot Create A Market At A Technologically Interdependent Interface. And By The Same Token, Regulation And So-called Monopoly Power Rarely Prevail At Modular Interfaces Between Stages Of Value-added Technology.

One Reason There Are So Many Short-lived Management Fads Is That Their Prescriptions Were Derived And Advocated In Precisely This Way. So Managers Read About A Fad And Try It, Find That It Doesn't Work, Abandon The Effort, And Move On To The Next Thing. In Reality, It Is Usually The Case That The Faddish Prescription Was Indeed Sound Advice In Certain Circumstances, But Actually Was Poor Advice In Other Circumstances.

I Was Lucky Enough To Build On The Work Of A Number Of People Who Had Already Run Laps Around This Theory-building Track. The Original Classification Scheme, Years Ago, Distinguished Radical From Incremental Change. The Theory Said That Established Firms Managed Incremental Change Well, But Would Be Expected To Founder When Their Industry Encountered A Radical Change.

People Still Cling To This Belief That Innovation Is Just Random And Unpredictable. But If You Look Closely, There Are Some Real Patterns. The Companies That Recognize And Take Advantage Of Those Patterns Have The Real Opportunity To Create Competitive Advantage.

Christine And I Haven't Raised Our Children. A Whole Community Of Selfless Christians Has Contributed To Helping Them Become Faithful, Competent Adults.