not really. from my study (of both xerox and other companies with similar fate), it’s success that killed them. when you have a hugely successful product that people can’t seem to live without, and businesses can’t operate without, it’s extraordinarily difficult to plan and execute its demise in favor of something new. your business executives, skilled in the arts of racing to bottom lines, won’t side with you. they’d rather go down with the ship than keep jumping every 5 years or so.
edit: goes without saying that the best time to take on any largely successful company is approximately a decade from when they’ve been successful. that is to say, we’re on the cusps of a better payments api (ie stripe of this decade), better email (37signal’s hey), better e-commerce, etc.
From what I had gathered, today's VC incubators and academic-affiliated incubators work on the inventor -> entrepreneur model (or at least entrepreneur -> inventor model).
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not really. from my study (of both xerox and other companies with similar fate), it’s success that killed them. when you have a hugely successful product that people can’t seem to live without, and businesses can’t operate without, it’s extraordinarily difficult to plan and execute its demise in favor of something new. your business executives, skilled in the arts of racing to bottom lines, won’t side with you. they’d rather go down with the ship than keep jumping every 5 years or so.
edit: goes without saying that the best time to take on any largely successful company is approximately a decade from when they’ve been successful. that is to say, we’re on the cusps of a better payments api (ie stripe of this decade), better email (37signal’s hey), better e-commerce, etc.
From what I had gathered, today's VC incubators and academic-affiliated incubators work on the inventor -> entrepreneur model (or at least entrepreneur -> inventor model).