Comments on: Disruptive Business Models http://www.n2growth.com/blog/the-power-of-disruption/ Where CEOs Come to Grow & where Leadership Matters Tue, 07 Feb 2012 18:46:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: mikemyatt http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27592 mikemyatt Wed, 16 Jun 2010 06:26:52 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27592 Hi Rick: Great points and food for thought. While I'm a big fan of Claytons, I don't always agree with him - I'm sure he feels the same way about me :). I have witnessed disruption occur at every level of corporate maturation and I believe it's important to note that disruption isn't necessarily reserved for the privileged or mature entity. That said, your cautionary comments are well worth noting and greatly appreciated. Thanks for adding value to the discussion Rick. Hi Rick:

Great points and food for thought. While I'm a big fan of Claytons, I don't always agree with him – I'm sure he feels the same way about me :) . I have witnessed disruption occur at every level of corporate maturation and I believe it's important to note that disruption isn't necessarily reserved for the privileged or mature entity. That said, your cautionary comments are well worth noting and greatly appreciated. Thanks for adding value to the discussion Rick.

]]> By: Rick http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27591 Rick Wed, 16 Jun 2010 02:19:51 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27591 Although Mike's comments are insightful and inspiring, one needs to take care not to throw the baby out with the bathwater. Disruptive Innovation (per the Christensen model) generally takes place in an industry dominated by an oligopoly and having an unserved segment ( towards the lower end in terms of profit margins and product capability) which attains visibility as a result of technological expansion in what is most of the time, a non-related field. To survive for long enough to become a member of that vaunted oligarchy is no mean feat, and in a competitive market requires that one focus on factors related to process standardization and cost containment. As Christensen points out, cultures that have successfully (and necessarily) made the transition from seat-of-the-pants entrepreneurialism to machine-like mass-producers cannot be expected to relinquish their present-day competitiveness in favor of becoming "disruptively innovative" for a possible benefit in the unforeseeable future. There is a way to prevail at this game, of course, but in order to survive for long enough to become disrupted - that way is not one which involves finding a magical elixir which makes everyone young again. Thanks for the thinking points, Mike - as well as for the opportunity to weigh in. Rick <a href="http://(http://www.linkedin.com/in/decisionscience)" target="_blank">(http://www.linkedin.com/in/decisionscience)</a> Although Mike's comments are insightful and inspiring, one needs to take care not to throw the baby out with the bathwater. Disruptive Innovation (per the Christensen model) generally takes place in an industry dominated by an oligopoly and having an unserved segment ( towards the lower end in terms of profit margins and product capability) which attains visibility as a result of technological expansion in what is most of the time, a non-related field. To survive for long enough to become a member of that vaunted oligarchy is no mean feat, and in a competitive market requires that one focus on factors related to process standardization and cost containment. As Christensen points out, cultures that have successfully (and necessarily) made the transition from seat-of-the-pants entrepreneurialism to machine-like mass-producers cannot be expected to relinquish their present-day competitiveness in favor of becoming "disruptively innovative" for a possible benefit in the unforeseeable future. There is a way to prevail at this game, of course, but in order to survive for long enough to become disrupted – that way is not one which involves finding a magical elixir which makes everyone young again. Thanks for the thinking points, Mike – as well as for the opportunity to weigh in. Rick (http://www.linkedin.com/in/decisionscience)

]]> By: mikemyatt http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27588 mikemyatt Tue, 15 Jun 2010 14:56:48 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27588 Hi Patricia: One of the best compliments I can receive is that I cause people to think. Your comment about making change a less threatening through improved communication is an astute one. Thanks for adding value to the conversation Patricia... Hi Patricia:

One of the best compliments I can receive is that I cause people to think. Your comment about making change a less threatening through improved communication is an astute one. Thanks for adding value to the conversation Patricia…

]]> By: patriciazell http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27587 patriciazell Tue, 15 Jun 2010 12:42:22 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27587 While I'm not on any leadership team in the business world--I'm a teacher and writer--I agree with your thoughts on the concept of disruption. Change is so necessary to keep things fresh and to keep them moving. An important part of effectively using change is to keep our eyes open for opportunities to think and innovate. Then, we have the challenge to make our changes less threatening, so productive communication skills are a must. Thank you for this post--you're making me think and that is a good thing. While I'm not on any leadership team in the business world–I'm a teacher and writer–I agree with your thoughts on the concept of disruption. Change is so necessary to keep things fresh and to keep them moving. An important part of effectively using change is to keep our eyes open for opportunities to think and innovate. Then, we have the challenge to make our changes less threatening, so productive communication skills are a must. Thank you for this post–you're making me think and that is a good thing.

]]> By: LEADERSHIP : Disruptive Business Models – N2Growth Blog « Tech4buziness – Eng http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27585 LEADERSHIP : Disruptive Business Models – N2Growth Blog « Tech4buziness – Eng Tue, 15 Jun 2010 04:54:11 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27585 [...] So why do so many established and often well managed companies struggle with disruptive innovation? Many times it is simply because companies have been doing the same things, in the same ways, and for the same reasons for so long, that they struggle with the concept of change. My engagements with CEOs often focus on helping them to embrace change through disruptive innovation. As a CEO, I would strongly suggest you conduct a gut check during your next executive meeting by counting the number of times you hear your CXOs say things like: “That will never work,” ”We can’t do that,” “That’s not my problem,” “We’ve always done it that way.” or my personal favorite, “We need to focus on our core business.” Don’t allow your enterprise to adopt an attitude of complacency, because the simple truth is that complacency kills companies.  via n2growth.com [...] [...] So why do so many established and often well managed companies struggle with disruptive innovation? Many times it is simply because companies have been doing the same things, in the same ways, and for the same reasons for so long, that they struggle with the concept of change. My engagements with CEOs often focus on helping them to embrace change through disruptive innovation. As a CEO, I would strongly suggest you conduct a gut check during your next executive meeting by counting the number of times you hear your CXOs say things like: “That will never work,” ”We can’t do that,” “That’s not my problem,” “We’ve always done it that way.” or my personal favorite, “We need to focus on our core business.” Don’t allow your enterprise to adopt an attitude of complacency, because the simple truth is that complacency kills companies.  via n2growth.com [...]

]]> By: mikemyatt http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27584 mikemyatt Tue, 15 Jun 2010 02:16:12 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27584 Brilliant commentary Mark. The understanding that neither offense or defense in and of themselves wins games, but rather that it's the proper blending of the two that insures victory is imperative for all leaders to understand. Your comment about "sacred cows" is also spot-on. I always appreciate your sage perspective Mark. Brilliant commentary Mark. The understanding that neither offense or defense in and of themselves wins games, but rather that it's the proper blending of the two that insures victory is imperative for all leaders to understand. Your comment about "sacred cows" is also spot-on. I always appreciate your sage perspective Mark.

]]> By: Mark Oakes http://www.n2growth.com/blog/the-power-of-disruption/comment-page-1/#comment-27582 Mark Oakes Tue, 15 Jun 2010 00:28:10 +0000 http://www.n2growth.com/blog/the-power-of-disruption#comment-27582 Mike, Good Post! One of the challenges with disruption is the 'cultural' balancing act required to attend to a core competency (primary revenue driver) while simultaneously recognizing that disruption must occur at the borders. Where companies often fail, is not recognizing their incumbent status and their failure to invest in a proper defense at their own borders. This also applies to launching an effective (innovative) offense on someone elses borders. It takes skillful attention to self-cannibalization, a bias toward innovation and recognition that 'sacred cows' often become someone else's T-Bone dinner steak. Keep up the good work Mark Mike,

Good Post!

One of the challenges with disruption is the 'cultural' balancing act required to attend to a core competency (primary revenue driver) while simultaneously recognizing that disruption must occur at the borders. Where companies often fail, is not recognizing their incumbent status and their failure to invest in a proper defense at their own borders. This also applies to launching an effective (innovative) offense on someone elses borders. It takes skillful attention to self-cannibalization, a bias toward innovation and recognition that 'sacred cows' often become someone else's T-Bone dinner steak.

Keep up the good work

Mark

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