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How to identify your enemies before they destroy
Disruptive change. When
you. trying harder is part of the
Rafii F, et al. Harv Bus Rev. 2002. problem.
Show full citation Gilbert C, et al. Harv Bus Rev.
2002.
Abstract
Deep change. How
We've all heard the stories about corporate giants who operational innovation can
ignored disruptive innovations and paid a steep price: Think transform your company.
Hammer M, et al. Harv Bus Rev.
what the personal computer did to Digital or Japanese 2004.
economy cars did to the Big Three automakers. Big
Knowing a winning business
companies now spend a lot of time and money trying to idea when you see one.
make sure they don't get blindsided by their smaller, leaner Kim WC, et al. Harv Bus Rev.
counterparts. But it's not easy to distinguish genuine threats 2000.

from also-rans as they emerge. Most of the nascent [The information of the
technologies that typically bombard executives will not schizophrenic patient:
actuality].
amount to competitive threats and deserve to be ignored. As Review article
a result, disruptions are usually not taken seriously until they Palazzolo J, et al. Encephale.
2005.
become obvious--when it's often too late. A disruptive
innovation is a technology, product, or process that creeps Open access, library and
up from below an existing business and threatens to publisher competition, and the
evolution of general
displace it. Usually, the disrupter offers lower performance commerce.
and less functionality at a much lower price. The product or Review article
Odlyzko AM, et al. Eval Rev.
process is good enough to meet some customers' needs;
2015.
others welcome the disruption's simplicity. Gradually, it
improves to the point where it displaces the incumbent. But, See all

the authors argue, disruption isn't inevitable. They have

developed a tool that can help companies detect potential
disruptive innovations while management still has time to
respond effectively. The tool's decision-making methodology
harnesses the organization's collective wisdom to determine
how likely it is that a particular innovation will seriously
damage an incumbent's business. The methodology has two
components: an analytical instrument and an organizational
process. There's nothing magical about it--but it gets
managers to think systematically about identifying and
addressing threats to the core business. And the tool's
rigorous approach can spell the difference between flailing
around and acting effectively in the face of a serious
competitive threat.
PMID: 12422795 [PubMed - indexed for MEDLINE]