积极创新者的理念和战略与众不同,他们主动制造创造性破坏,把它当作创造独特优势的手段。这些企业家都有一个突出特点,就是敢于杀掉现金牛。创造性破坏的积极制造者不墨守成规,总是“离经叛道”。20世纪70年代,英特尔创造了存储器产业,成为该领域的绝对领先者。但是,当1985年半导体产业战略转折点来临之际,英特尔果敢地做出决定:彻底退出存储器业务,转向完全不同的微处理器业务。随之而起的是“英特尔微处理器公司”的新定位。 The ideas and strategies of active innovators are different. They take the initiative to create creative destruction as a means of creating unique advantages. These entrepreneurs have a prominent feature is the courage to kill the cash cow. Active fabricators of creative destruction do not stick to conventions and are always “deviant.” In the 1970s, Intel created the memory industry and became the absolute leader in the field. However, when the strategic turning point in the semiconductor industry came in 1985, Intel decided to make the decision: to completely withdraw from the memory business and shift to a completely different microprocessor business. What followed was the new positioning of “Intel Microprocessor Company.”