11.1. Following Can Be Better Than Leading
Great organizations do not necessarily make innovation a central part of their vision or strategy. They are just as likely to be followers as they are to be leaders with pioneering products and leading-edge services.
IBM, for example, grew from a one-building small business into one of the largest corporations in the world primarily because of its professional sales force, not because of its pioneering innovations. In the early days of the computer industry, IBM lagged so far behind Remington Rand (which had the UNIVAC, the first commercially successful large-scale computer) that people called its first computer "IBM's UNIVAC." In the 1960s, Burroughs clearly had more innovative computers than IBM. ...
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