Surviving Disruption: Post #3--Defending

The authors give several examples including the widening spread of e-learning—now as sophisticated as traditional (brick and mortar)  universities but with a huge price advantage AND without the commuting! Just look at the geometric growth of the University of Phoenix. Simply put, if a disruptive business targets your market, unless you do something to retain your market, you lose. So, if you can identify what products or services of yours that a disrupter could co-opt, you can easily find your company’s vulnerabilities. You may not be able to defend entirely against every disruption, but you can protect what’s not threatened.

Surviving Disruption: Post# 2--Defining

Disruptive innovation “…stems from technological or business model advantages that can scale as disruptive businesses move upmarket in search of more-demanding customers (Raynor, Investor’s Manifesto, 2011). The disrupter’s advantage starts with its “extendable core” as it seeks out new clients with its lower costs (HBR/Dec. 2012)

HBR--Surviving Disruption: Post #1 Definition

“Surviving Disruption: It’s not enough to know that a threat is coming. You need to know whether it’s coming right for you,” by Maxwell Wessel and Clayton Christensen.
 Disruptive innovation “…stems from technological or business model advantages that can scale as disruptive businesses move upmarket in search of more-demanding customers (Raynor, Investor’s Manifesto, 2011). The disrupter’s advantage starts with its “extendable core” as it seeks out new clients with its lower costs.

Harvard Business Review, December 2012 Issue: Spotlight on Surviving Disruption, reviewed by Steve Gladis, Ph.D.