A642.7.3.RB_DellElceCamila

A642.7.3.RB – Leading Through Disruptive Times

            The book, The Innovator’s Manifesto, suggested that, “all disruptive innovations stem from technological or business model advantages that can scale as disruptive businesses move upmarket in search of more-demanding customers. These advantages are what enable the extendable core; they differentiate disruption from mere price competition” (Wessel & Christensen, 2012). The company that is not looking for the disrupter is already behind. In today’s markets with the Internet and advancing technology, a small independent company can quickly take away a significant amount of market share even from their biggest competitors if they are not watchful and leading innovation from within. If they are connected to innovation, then, they are probably very aware of any newcomers and/or new technology that could affect their industry. This is another reason to be a leader in innovation in your industry. Continuing to innovate also requires each company to look inwards and re-evaluate processes and the core of the company on a regular basis. This analysis could potentially help keep the disrupters at bay, or at least give the company an early chance to re-direct core thinking in order to prepare for a major change in order to continue to thrive.

            The company’s number one priority should always be focused being a leader industry when it comes to innovation. If innovation is not a priority focus then your business is stagnant, and careful attention needs to be placed because someone will catch up to the organization and disrupt the innovation process. “If you can determine how effective or ineffective the disrupter is likely to be at doing the jobs you currently do, you can identify the most vulnerable segments of your core business—and your most sustainable advantages” (Wessel & Christensen, 2012). Innovation is the key to maintaining the industry edge and complacency is never recommended. When a company starts to feel comfortable, it should be a clear warning that something is not right. Addressing the attitude, ego, or maybe fatigue, should be immediately changed. Unfortunately, organizations tend to notice these warnings a little too late, and is when their competition emerges.

            Innovation and disruptor innovation are less likely to occur together, unless your innovation becomes the disruptor. Disruptor innovation is more likely to occur when an industry’s innovation guard is down. However, if the disruptor’s innovation is revolutionary enough to completely change the outlook of the industry; is mostly expected that competitors will not be able to disrupt the organization’s current innovation. “When a disruptive business offers a significant advantage and no disadvantages in doing the same job you do, disruption will be swift and complete” (Wessel & Christensen, 2012). In conclusion, organizations should be focusing in the internal and external innovations.

References

Canfield, J., & Smith, G. (2009). Imagine. Ideation Skills for Improvement and Innovations Today. Black Lake Press of Holland MI. Black Lake Studio, LLC.

Christensen, C. M., Wang, D., Van Bever, D. (2013). Consulting on the Cusp of Disruption. The industry that has long helped others sidestep strategic threats is itself being upended. Harvard Business Review.

 McKeown, M. (2015). The innovation book. How to manage ideas and execution for outstanding results. Pearson Publishing.

Wessel, M., & Christensen, C. M. (2012). Surviving Disruption. It’s not enough to know a threat is coming. You need to know whether it is coming right for you.