Talk to any CEO about what haunts them the most and disruptive innovation will be at the top of the list. It is a logical fear: A company whose existence depends on established technologies could face extinction or loss of market leadership if a revolutionary innovation comes along. Just ask smartphone maker BlackBerry after Apple launched the iPhone. But a study soon to be published in Management Science discovered that disruptive innovations need not lead to an incumbent’s fall, despite prevailing academic theory arguing otherwise.
Related Content
- The Innovator’s Manifesto: A Problem of prediction
[Archive.org URL] - 2003 Handbook of Business Strategy [Archive.org URL]
- Building an Innovation Engine [Archive.org URL]
- Diagnosing Dislocation [Archive.org URL]
- Forging Innovation From Disruption [Archive.org URL]
- Is the Theory of Disruption Dead Wrong? [Archive.org URL]
- It takes systems, not serendipity: A blueprint for building a disruptive-innovation engine [Archive.org URL]
- Managing the “Unmanageable”: Radical Innovation [Archive.org URL]
- Should You Reinvent Your Business Model? [Archive.org URL]
- Six Keys to Building New Markets by Unleashing Disruptive Innovation [Archive.org URL]
- The Industrialized Revolution [Archive.org URL]
- The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators [Archive.org URL]
- Where Disruptive Innovation Came From [Archive.org URL]
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »