Rather, disruptive projects stalled when it came to allocating scarce resources among competing product and technology development proposals (allocating resources between the two value networks shown at right and left in Figure 2.6, for example). Sustaining projects addressing the needs of the firms’ most powerful customers (the new waves of technology within the value network depicted in Figure 2.5) almost always preempted resources from disruptive technologies with small markets and poorly defined customer needs.
