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Email HBS Professor Clayton Christensen sees disruptive innovation as a threat to everything from Microsoft to Japan—and even to a certain prominent business school. But through that disruption comes improved quality of life—and major opportunities for institutions that can disrupt rather than be disrupted. Disruptive technologies such as the personal computer have the ability to sink market leaders, who are focused on their existing and most profitable markets and don't see the threat coming from below. The death of Digital Equipment Corp. But such innovation only becomes disruptive to a market where customers are being overserved by the prevailing offerings. The concept of "overshooting" suggests that companies try to keep prices and margins high by developing products with many more features than customers can absorb. Who has ever used all of the features in Microsoft's Word, for example?
By Dion Hinchcliffe on June 2, 2: The digital world has reshaped how we manage and operate our organizations like never before, unleashing potent new possibilities while simultaneously posing major challenges that must be overcome. It's a complex and unfolding story -- even more so because it's very much not driven by the resources or agenda of any one organization, technology, or interest group -- but rather a loosely connected, highly emergent, and interrelated global narrative as companies en masse grapple with how pervasive software and networks are enabling access to entirely new possibilities for value creation. The ongoing transformation and perceived travails of organizations such as Zappos, which has taken what technology is showing us is now possible within corporations, and redesigned their well-known, market-leading company essentially from the ground up is now increasingly a real goal in a growing -- albeit still limited -- number of organizations. This includes success stories like industrial giant Bosch, which has re-engineering its top management practices around social technology. While we've had widely available networked communications for over 20 years now, it wasn't until the last ten years or so that we had enterprise-ready tools that really unleashed what digital networks make possible: Mass workforce collaboration , crowdsourcing , open innovation , self-organizing business processes, the digital platforming of our businesses, distributed yet coordinated technology change agency, and the injection of power laws directly into our operations and business models , to name some of the more significant developments of the last decade.
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Everything from Moores law, to the concept of accelerating returns coined by likes of futurist Ray Kurzweil, to what seems like to be a general belief: But the reality is that none of above has touched my life yet — probably because of way-to-optimistic deadlines. Quite relevant comic from XKCD — https: How do my mornings differ?