Paradigm Shifts

“So often,” says Ian Ross, who worked in Jack Morton’s department at Bell Labs doing transistor development in the 1950s, “the original concept of what an innovation will do”—the replacement of the vacuum tube, in this case—“frequently turns out not to be the major impact.”1 The transistor’s greatest value was not as a replacement for the old but a

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“IT IS THE BEGINNING of a new era in telecommunications and no one can have quite the vision to see how big it is,” Mervin Kelly told an audience of telephone company executives in 1951. Speaking of the transistor, he added that “no one can predict the rate of its impact.” Kelly admitted that he wouldn’t see its full effect before he retired from t

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Ian Ross, who worked on transistor development in the 1950s: “So often the original concept of what an innovation will do frequently turns out not to be the major impact.”

And yet Kelly would say at one point, “With all the needed emphasis on leadership, organization and teamwork, the individual has remained supreme—of paramount importance. It is in the mind of a single person that creative ideas and concepts are born.”40 There was an essential truth to this, too—John Bardeen suddenly suggesting to the solid-state gr

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Notice How Exponential Growth Continued through Paradigm Shifts from Vacuum Tubes to Discrete Transistors to Integrated Circuits

He could remember, too, that as the tubes became increasingly common—in the phone system, radios, televisions, automobiles, and the like—they had come down to price levels that once seemed impossible. He had long understood that innovation was a matter of economic imperatives. As Jack Morton had said, if you hadn’t sold anything you hadn’t innovate

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