The purpose of this paper is twofold. First and most importantly, the paper aims to explain how Pilkington is able to revolutionize the flat glass industry. The modified design envelope model is applied to demonstrate the technological competence and especially strategic thinking concerning to understanding of the markets and positioning the product. Second, the paper demonstrates the entrepreneurship within a large‐scale manufacturing firm.
The paper applies a longitudinal, historical, and contextual approach. The paper uses multiple case study method and multiple data sources. This is done because creation of an innovation does not take place in vacuum, it is context bound.
The float glass fulfills the requirements of two industries: the plate and sheet glasses. Within both industries, short‐sighted competitors concentrate on technologies applicable only in other industry. Pilkington positions the float glass first clearly in the plate glass industry and after further development introduces the technology to sheet glass industry as a total surprise. Based on the case, the paper argues that positioning should be part of the corporate strategy.
In addition to complex systematic technologies, the example shows that the design envelope model is applicable also for simple non‐assembled products like flat glass. The model is useful for companies to build scenarios for responses if new unexpected innovations will be introduced in its own or related industries.
This paper offers a novel insight to the old but still viable case of dominant design. In addition, the thorough case description allows reader to go deeply into a classic example of process innovation.
