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If process innovations are unheralded, consumers may misunderstand the nature of technological change.
Yet successful companies realize that maintaining competitive advantage depends heavily on sustaining process innovations.
Process innovations like Google's computer network are often invisible to the public, and impossible to duplicate by rivals.
Intel treats its process innovations as a competitive weapon, striving to create a "new generation" every two years.
This was driven by competition along the lines of what Schumpeter called product innovations (as distinct from process innovations).
The proof of this proposition is that while companies often spend millions to advertise and market new product designs and innovations, they guard intensely the details of their process innovations.
Indeed, the success of Apple, Intel, Google and scores of other technology companies has as much or more to do with their process innovations as the products that inspire loyalty among fans and admiration from foes.
Gordon E. Moore, Intel's co-founder, recently declared that the hafnium-and-gate process innovations should allow his so-called Moore's Law, whereby chips grow ever faster and less expensive, to hold true for some time.
Yet all of these products — much acclaimed for their creativity — depend on obscure process innovations that, while highly complex and lacking glamour, are an essential part of establishing a winning edge in commercial electronics.
In other words, process innovations assist to stabilize product innovations.
How can IT be ready to say "yes" when asked to support process innovations?
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com