Woran erkennt man eine disruptive Innovation?

I've been in the innovative tech trenches, practically rubbing elbows with groundbreaking ideas. It's like having a backstage pass to the concert of progress! Disruptive innovations are the tech world's mischievous troublemakers. Consider Tesla, flipping the car industry upside down, or 3D printers conjuring creations like a magician pulling rabbits from hats. They're rebels crashing the party of normalcy, and I've been front-row, cheering them on! These innovators are the change mavericks, swooping in to solve problems in unforeseen ways. Picture them as the cool kids at a party sporting jetpacks while the rest struggle with bicycles. They don't merely offer a better solution; they redefine the entire game!

1- Sustaining innovations, and incremental upgrades serving existing markets 2- Disruptive innovations, simpler, cheaper solutions targeting overlooked customers, eventually upending established leaders. Imagine climbing a smooth ladder (sustaining) vs. building a shaky staircase (disruptive) to reach the same peak. Both can get you there, but disruption redefines the path!

A teoria da disrupção de Christensen destaca a diferença entre inovação sustentável e disruptiva. Aqui, vejo a importância de um glossário claro e de um arcabouço metodológico é fundamental para distinguir e aplicar corretamente estes conceitos. Um profissional experiente em inovação é essencial para guiar este processo, assegurando a compreensão e implementação eficaz das estratégias de inovação. A falta de clareza ou a quebra de confiança pode desviar o foco, prejudicando a aplicação até dos métodos mais robustos. Portanto, uma liderança informada e confiável é vital para navegar com sucesso no cenário complexo da inovação disruptiva.

Disruptive innovation often initially goes unnoticed by established market leaders as it tends to emerge in less profitable market segments. These innovations can redefine market boundaries through technology or business model shifts, offering simplicity, convenience, accessibility, or affordability where complexity and high costs are the norms. An example is how digital photography disrupted the film-based photography industry. To recognize such innovation, it's crucial to monitor not just the performance metrics but also emerging consumer behaviors and preferences, especially in fringe markets. Keeping an eye on technological advancements and startups can provide early signals of potential disruption.

Disruptive innovation often initially goes unnoticed by established market leaders as it tends to emerge in less profitable market segments. These innovations can redefine market boundaries through technology or business model shifts, offering simplicity, convenience, accessibility, or affordability where complexity and high costs are the norms. An example is how digital photography disrupted the film-based photography industry. To recognize such innovation, it's crucial to monitor not just the performance metrics but also emerging consumer behaviors and preferences, especially in fringe markets. Keeping an eye on technological advancements and startups can provide early signals of potential disruption.

Christensen's disruptive innovation recipe: 1. New value proposition (tastier, cheaper!). 2. Untapped market (hungry newbies!). 3. Fresh business model (delivery drones!). 4. Tech twist (AI-powered ovens!). Mix, bake, and watch incumbents crumble!

In identifying disruptive innovation, it's crucial to look beyond surface-level changes and delve into how these four elements interplay to redefine the industry. For example, consider how streaming services like Netflix disrupted traditional media by combining new technology (streaming) with a novel business model (subscription-based), targeting an underserved market (on-demand viewers) with a unique value proposition (extensive, accessible content library). This approach often challenges the status quo, compelling incumbents to rethink their strategies. To stay ahead, companies should continuously evaluate their market for signs of these elements converging, as they often signal the onset of disruption

Consumer trends are often the catalyst of disruptive innovation. Think about Uber and what had to be true for them to disrupt that market. The underlying need for people to get from point A to point B never changed, but consumer trends of utilizing apps on mobile devices with connected capabilities (WIFI, 3G etc.) meant that the market was turned upside down. That core need of travel could now be satisfied on-demand. Uber didn't invite mobile technology or even change people's behaviour to get them using mobile internet; they simply capitilized on the consumer trend that was happening. You'll be hard pushed to find a disruptive consumer facing innovation that isn't driven by underlying consumer trends.

Declining growth or profitability of incumbents, growth and profitability of entrant players, and a shift in customer preferences are NOT precursors to disruption. These are signs disruption is already present. A better set of pre-disruption indicators includes incumbent industry leaders in place for 10+ years, industry associations focused on compliance and protecting the status quo, and industry customers dissatisfied with solution options. I've used these and other indicators to help companies in 30+ industries and 25+ countries proactively identify and create disruptive innovations—in their own and different industries. #BusinessInnovation

Os elementos da disrupção enfatizam a importância de uma série de inovações incrementais que, ao longo do tempo, culminam em uma inovação disruptiva. Cada pequena inovação em valor, mercado, modelo de negócios ou tecnologia pode servir como um passo em direção a uma mudança radical. Este processo gradual permite que as empresas testem e ajustem suas ofertas, acumulando o conhecimento e a experiência necessários para eventualmente alcançar a disrupção. Assim, a inovação disruptiva é frequentemente o resultado final de uma sequência cuidadosamente orquestrada de melhorias incrementais. Trata-se de estabelecer, acima de tudo, uma cultura de inovação com tese e política bem delineada.

To effectively identify signs of disruption, it’s vital to maintain a vigilant and forward-looking approach. Analyze market data for trends that deviate from traditional patterns. Pay attention to startups that are attracting unexpected market interest or venture capital, as they can be harbingers of disruption. Monitor customer feedback and market research for shifts in needs and expectations, especially those not currently met by existing solutions. Also, keep an eye on technological advancements both within and outside your industry – often, disruption can come

The biggest challenge of disruption for both incumbents and entrants is the same. The inability to collect, combine, and apply existing solutions—from various industries—to solve an un-served or under-served need. The second most critical challenge is the inability to consistently challenge the conventional wisdom and industry best practices guiding their respective organizations. #BusinessInnovation

Enfrentar o "sistema imunológico" empresarial, que resiste a mudanças disruptivas, é crucial. Incumbentes devem superar a mentalidade comando-controle, abrindo-se para a inovação e o risco. Cultivar uma cultura que valoriza a experimentação e adaptação é essencial para aproveitar as oportunidades de inovação disruptiva. Para os novos entrantes, o desafio é sustentar a inovação, construindo uma base de clientes e adaptando-se a resistências competitivas, mantendo a empresa ágil e adaptável. Os estudos em ambidestria organizacional, bem como a correta disseminação destes conceitos auxiliam muito para criar disrupção.

For incumbents, embracing a dual strategy can be effective: maintaining core business while exploring disruptive models. This requires fostering an internal culture that is agile and open to innovation, alongside investing in R&D and potential partnerships with disruptors. Entrants, on the other hand, need to strategically navigate market entry barriers, often by initially targeting overlooked customer segments or offering radically lower prices. They must also be adept at quickly scaling up operations while maintaining the quality and distinctiveness of their offering. Both incumbents and entrants should continuously monitor market feedback and be ready to pivot strategies in response to evolving customer needs and competitive pressures.

A abordagem do Design Driven Innovation valoriza a inovação no significado de produtos e serviços, crucial para lidar com a disrupção. Incumbentes podem redefinir as experiências dos clientes, enquanto entrantes podem explorar oportunidades inexploradas. Esta metodologia permite criar propostas de valor únicas, desafiando o status quo e redefinindo mercados. É uma estratégia complementar eficaz para criar disrupções significativas e sustentáveis. Trata-se de uma abordagem distinta do Design Thinking, que parte da ideia de centralidade no cliente como cerne metodológico.

In navigating disruption, another strategy for incumbents is to foster an intrapreneurial environment, encouraging internal innovation that mirrors the agility of startups. This could involve setting up innovation labs or incubators. For entrants, differentiating their brand through unique customer experiences or innovative service models can be key. Both can benefit from embracing data-driven decision-making, utilizing analytics to identify market trends and customer preferences. Additionally, focusing on building a robust and adaptable supply chain can provide the agility needed to respond to changing market demands.

Paul Daniel’s 's perspective in “what else“ response”on "Peripheral Thinkers™" predicting and innovating beyond disruption enriches the discourse on innovation. He validly argues that iteration, while vital for improvement, isn't necessarily innovative or disruptive. Paul urges businesses to look outside their industry for truly disruptive ideas. Christensen's theory, meanwhile, emphasizes that incumbents may overlook disruptive opportunities while focusing on existing customers. Both viewpoints highlight the complex nature of innovation & the key takeaway here could be that while theories like Christensen's provide a framework to understand innovation, real-world application requires a broader view, as suggested by Paul.

Christiansen's disruption theory is respected but not a comprehensive guide to innovation. What he identifies as "Sustaining Innovation" is better known as iteration. Iteration is not innovation; it is commonplace. Further, the skills to create disruptive innovation are not limited to smaller organizations with cheap, simple solutions. To identify disruptive innovations, first understand that they're often from outside the industry. Therefore, actively seeking alternative perspectives from unrelated industries increases your ability to 1) predict disruption and 2) innovate before and beyond disruption. Disruptive innovation is essential and available to all business leaders. Peripheral Thinkers™ do it daily. #BusinessInnovation

From my viewpoint, sustaining and disruptive innovation are both valuable and necessary theories/practices in business today. Together they provide a broad, competitive consumer market and allow for small and large businesses alike to thrive and grow at their own pace.

Invest in Talent and Skills: Ensure your team has the necessary skills to adapt to disruptive changes. Investing in continuous learning and development can keep your team agile and innovative. Customer-Centric Approach: Place a strong focus on understanding and meeting customer needs, which can often be the driving force behind disruptive innovations. Agile Methodologies: Implement agile methodologies in product development and management. This approach helps in quickly responding to changes and testing new ideas effectively. Risk Management: Develop a robust risk management strategy that allows you to assess and mitigate the risks associated with embracing or implementing disruptive innovations.