I’m always suprised to see how much we’ve turned failure into a nessary pre-requisite for success. I was talking to a Partner of large VC firm and he informed that only 20% of his firm’s investments turned out positive; another Partner in Corporate Venture Capital Fund informed me that one typically needs to loose 10ME before getting proficient at investing in innovation start-ups, whose…
Make no mistake: disruptive innovation is no magic box. It’s not a question of sudden enlightment or mystical union with nature, but a question of understanding. Understanding disruptive innovation will dramatically improve one’s ability to be successful at it. Assessing whether a given innovation is disruptive or not may be done by asking three questions. The first two deal with consumers. The third, and…
When people think about disruptive innovation, they typically believe that being successful at it requires a degree of luck. No luck = no disruptive innovation. At the same time, in other business areas, luck doesn’t seem to be playing such an important role.
Defining disruptive means explaining what disruptive innovation is disrupting. In addition to disruptive pricing in the case of low-end disruptive innovation and market segmentation in the case of new market disruptive innovation, disruptive innovation also disrupts our definition of performance as well as established value networks.
As we participate in project team meetings with people around the world, people from different parts of the organization and people that may work outside of the organization, I’m always fascinated to see how we’ve been able to build a common vocabulary. Whether it’s the term “open innovation”, “incremental innovation”, “strategic innovation”, “breakthrough innovation”, “product innovation”, “market innovation” or “disruptive innovation”, we seem to…
Anticipating disruptive innovation is critical to any business. Today, disruptive innovation explains why: Salesforce.com, with its simple, internet-based system, is disrupting the leading providers of customer relationship management software such as Siebel systems Seiko watches disrupted Swiss watch manufacturers Coursera, with its online educational programs, is disrupting four-year colleges Today, I want to show how disruptive innovation goes about killing established companies.
Many companies are investing heavily in innovation. I was just reading an article recently mentioning that Apple had invested billions of dollars innovation, the same is true about Google and Microsoft. However, none of these companies are immune to disruptive innovation.
I was talking to a friend today, and as we discussed innovation, she asked me a seemingly naïve question: “what’s innovation?” I realized that the term “innovation” is often used to describe very different things. It almost seems like anything qualifies as an innovation, making it difficult to understand what innovation really stands for at a fundamental level. And yet, as mature markets are…
In a previous post, I mentioned that disruptive innovation fundamentally changes industry structure: it changes not only how value is created, but also who claims industry value. I’ve received many emails asking me to address the logical follow-up question: how does one manage for disruptive innovation? In other words, how would a CEO lead his/her firm to innovate disruptively?