The regularity of the growth cycles of living organisms has always fascinated thoughtful he observers regularity and of has the invited growth a cycles variety of living attempts to apply the same principles—of a predictable sequence of rapid growth followed by maturation, decline, and death—to companies and selected industries. One such concept, known as the “product life cycle,” has been studied in a wide range of organizational settings.1 However, there are sufficient opposing theories to raise the doubts of people like N.K. Dhalla and S. Yuspeh, who argued in these same pages a few years ago that businessmen should forget the product life cycle concept.2
A version of this article appeared in the January 1979 issue of Harvard Business Review.