The second pattern emerged when successful cases were compared with the failed ones, which helped distinguish core competencies from their "downside," or core incompetencies.
These incompetencies were like a scaffolding of rules and expectations that had built up around the core competencies.
The third pattern concerned the dynamics through which competencies and incompetencies affected product ventures.
I infer from this pattern that the core incompetencies dominated day-to-day action in these firms.
To suggest how incompetencies can be managed, it is important to consider the rich, complex details of the innovation action in context.
To summarize the content of the core competencies and incompetencies for each firm, passages from each of the 80 interviews that reflected both were written out onto separate coding sheets.