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Abstract

The ability to commercialize technology is linked to competitive leadership in a variety of markets, such as copiers, computers, automobiles, and pharmaceuticals. Leaders like Canon, Xerox, and Hewlett- Packard describe their approaches to commercialization in similar terms: they treat commercialization as a system and apply to it the same discipline they use in manufacturing; they make it a priority, state it in terms of measurable goals, build cross-functional skills, and encourage aggressive action.

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Abstract

The ability to commercialize technology is linked to competitive leadership in a variety of markets, such as copiers, computers, automobiles, and pharmaceuticals. Leaders like Canon, Xerox, and Hewlett- Packard describe their approaches to commercialization in similar terms: they treat commercialization as a system and apply to it the same discipline they use in manufacturing; they make it a priority, state it in terms of measurable goals, build cross-functional skills, and encourage aggressive action.

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