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Good Entrepreneurs Don't Set Out To Disrupt
Good Entrepreneurs Don't Set Out To Disrupt
Summary On
Submitted to
Aditi Mansur Mahmud(ASSM)
Marketing & International Business Dept.
North South University
Course: INB480
Section: 01
Submitted by
Name ID
Jahida Akter Lovna 1610106630
Good Entrepreneurs Don’t Set Out to Disrupt.
Executive summary
While the company is known for disrupting the payment industry, Jim McKelvey argues that like
companies before and after his, Square instead expanded the market. He argues, disruption as
market expansion will help more entrepreneurial ventures succeed.
Article Summary
The entrepreneurs that succeed and rise to the highest of their industries began to create, not
destroy. But what Christensen originally called disruptive innovation has now been shortened to
just disruption, and the oversimplification is profound. Of course, those of them in Silicon Valley
don’t call themselves copycats, Jim Mckelvey & Jack Dorsey call themselves disrupted.
But this downfall began four years before IKEA entered the market, so, it’s hard to attribute all
change to the Swedish giant. When Jim McKelvey & Jack Dorsey went into the Dallas–Houston
market in ’71 it had been the thirty-fourth largest market within the US. The focus of the
entrepreneur should be the people that cannot get paid, or travel, or furnish their home.
Jim McKelvey hears pitches every month from startups wishing to destroy the economics of
some existing industry.
But when Clayton Christensen first popularized the disruption concept back in 1997, the idea
was novel and interesting. The concept was like “We weren’t taking the business from anyone,
we were growing the market.” and therefore, the effect wasn't just within the Dallas–Houston
market. But disruption has also never been the focus of good entrepreneurs.
Conclusion
Jim McKelvey & Jack Dorsey’s path of disruption has not been one of the destructions.
According to Jim McKelvey great entrepreneur’s path is either destructive or expansive.
Jim McKelvey learned that the vast majority of entrepreneurial ventures did not steal their
customers from an established business, rather brought new people in the market as they did.