The Study of Information: Interdisciplinary Messages
The Study of Information: Interdisciplinary Messages
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信息研究：跨学科信息
DOI：
10.1057/jit.1986.25
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发表时间：
1986
影响因子：
5.6
通讯作者：
I. Aleksander
中科院分区：
文献类型：
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作者：
I. Aleksander
高科技企业家似乎表现得好像把领导力作为唯一的战略。这是不正确的。这是一种高风险但如果成功就会有回报的策略，但它不是唯一的策略，甚至不是占主导地位的策略。战略的目标总是创造一个新的产业或新市场。它需要仔细的分析（而不仅仅是“绝妙的想法”），如果成功，需要付出巨大的努力来保持领导地位。例如，创新后的研究预算应高于创新前。成功的领导者必须在竞争对手为他做之前，使产品或服务过时。同样，成功的领导者必须降低价格，这样他就不会为那些在高价格保护伞下进入的竞争者创造创新机会。以领导为目标的战略的要求是如此严格，以至于人们可以很容易地理解这是一件全有或全无的事情。在大多数创新情况下，其他策略更可取：IBM的通常策略可能是可用的;做别人做过的事情，但更好地理解他们的创新代表什么，理解他们的成功意味着什么，以及客户想要和支付的工作。风险降低是因为市场已经建立，新的企业被接受。市场调查可以发现客户的价值。这种战略在高科技领域最有可能取得成功，因为高科技创新者最不可能以市场为中心，因此不了解他们的成功和他们创造的需求。即便如此，这一战略仍然需要警觉、灵活、勤奋和努力。其他策略的目的是控制（一个实际的
High-tech entrepreneurs seem to behave as though aiming at leadership is the only strategy. This is incorrect. It is the high-risk-but-rewarding-ifsuccessful strategy but it is not the only or even the dominant strategy. The strategy always aims at creating a new industry or a new market. It re-quires careful analysis (not merely the'brilliant idea') and, when successful, demands substantial effort to maintain the leadership position. For example, the research budget should be higher after the innovation than before. The successful leader must make the product or service obsolete before the competitor does it for him. Similarly, the successful leader must cut the prices down so that he does not create an innovative oppor-tunity for the competitor who comes in under the high price umbrella. The requirements of the strategy of aiming for leadership are so stringent that one can readily appreciate that it is an all or nothing affair. In most cases of innovation, other strategies are preferable: IBM's usual strategy may be available; do what someone else has done but understand better what their innovation represents, understand what their success means and the work the customer wants and pays for. Risk is reduced because the market is established and the new venture accepted. Market research can find out what customers value. This strategy is most likely to be successful in the high-tech area precisely because high-tech innovators are least likely to be market focused and hence not understand their success and the demand they have created. Even so, the strategy still requires alertness, flexibility, hard work and effort. Other strategies aim for control (a practical