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Clock rateCLOCKSPEED: WINNING INDUSTRY CONTROL IN THE AGE OF TEMPORARY ADVANTAGE was published by Prof. Charles H. Fine, MIT, in October 16, 1998 Perseus Books, Reading, Mass. Prof. Fine began to look at other industries, seeking to understand their various rates of evolution and came to think of these rates as industry clockspeeds.Each industry evolved at a different rate, depending in some way on its product clockspeed, process clockspeed, and organization clockspeed. The information-entertainment industry, for instance, is one of the fastest-clockspeed fruit flies of the business world. Its products -- motion pictures for example -- can have half-lives measured in hours, if not days. The biggest returns, for instance, often come from launching a successful product during the Christmas season when the number of viewers is greatest and when a movie can make an impression just before members of the Academy of Motion Picture Arts and Sciences nominate films for their annual awardfest. In December, 1997, for example, the major U.S. movie studios and many of the most luminous American directors collectively launched almost $400 million worth of movies on a single Friday evening, with “their fates (be ) a settled issue by Saturday night,” according to one commentator.()
#REDIRECT Clock rate
CLOCKSPEED: WINNING INDUSTRY CONTROL IN THE AGE OF TEMPORARY ADVANTAGE was published by Prof. Charles H. Fine, MIT, in October 16, 1998 Perseus Books, Reading, Mass. Prof. Fine began to look at other industries, seeking to understand their various rates of evolution and came to think of these rates as industry clockspeeds.
Each industry evolved at a different rate, depending in some way on its product clockspeed, process clockspeed, and organization clockspeed. The information-entertainment industry, for instance, is one of the fastest-clockspeed fruit flies of the business world. Its products -- motion pictures for example -- can have half-lives measured in hours, if not days. The biggest returns, for instance, often come from launching a successful product during the Christmas season when the number of viewers is greatest and when a movie can make an impression just before members of the Academy of Motion Picture Arts and Sciences nominate films for their annual awardfest. In December, 1997, for example, the major U.S. movie studios and many of the most luminous American directors collectively launched almost $400 million worth of movies on a single Friday evening, with “their fates (be ) a settled issue by Saturday night,” according to one commentator.()
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
■ウィキペディアで「Clock rateCLOCKSPEED: WINNING INDUSTRY CONTROL IN THE AGE OF TEMPORARY ADVANTAGE was published by Prof. Charles H. Fine, MIT, in October 16, 1998 Perseus Books, Reading, Mass. Prof. Fine began to look at other industries, seeking to understand their various rates of evolution and came to think of these rates as industry clockspeeds.Each industry evolved at a different rate, depending in some way on its product clockspeed, process clockspeed, and organization clockspeed. The information-entertainment industry, for instance, is one of the fastest-clockspeed fruit flies of the business world. Its products -- motion pictures for example -- can have half-lives measured in hours, if not days. The biggest returns, for instance, often come from launching a successful product during the Christmas season when the number of viewers is greatest and when a movie can make an impression just before members of the Academy of Motion Picture Arts and Sciences nominate films for their annual awardfest. In December, 1997, for example, the major U.S. movie studios and many of the most luminous American directors collectively launched almost $400 million worth of movies on a single Friday evening, with “their fates (be ) a settled issue by Saturday night,” according to one commentator.()」の詳細全文を読む
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