Disruptive Thinking: A Daring Strategy to Change How We Live, Lead, and Love
About this deal
In the technology mudslide hypothesis, Christensen differentiated disruptive innovation from sustaining innovation. He explained that the latter's goal is to improve existing product performance.  On the other hand, he defines a disruptive innovation as a product or service designed for a new set of customers. It’s a brand new year. Cheers to fresh starts, renewed inspiration and the sway of unspoiled goals. If you could only work on one project for a year to transform the business, what would it be and why?
Disruptive innovation is services or products, usually simple and inexpensive that target the lower end users of an established market. Usually, higher end users think the product is inferior and will not adopt it. If the innovation then improves to the point where it is acceptable to higher end users, it will be adopted until it overtakes the existing market leaders. In this topic we explore disruptive thinking and why we need to think outside the box as individuals and organisations. Christensen, Clayton (January 1995). "Disruptive Technologies Catching the Wave". Harvard Business Review: P 3. But what is disruptive thinking, exactly? How does it help organisations drive change and stay competitive? Is there a risk of being too disruptive? And where do we start, if we want to try thinking in a totally different way?Minicomputers were originally presented as an inexpensive alternative to mainframes and mainframe manufacturers did not consider them a serious threat in their market. Eventually, the market for minicomputers (led by Seymor Cray— daisy chaining his minisupercomputers) became much larger than the market for mainframes.
The Disruptive Potential of Game Technologies: Lessons Learned from its Impact on the Military Simulation Industry", by Roger Smith in Research Technology Management (September/October 2006) Sandström, Christian G. (2010). "A revised perspective on Disruptive Innovation – Exploring Value, Networks and Business models (Theisis submitted to Chalmers University of Technology, Göteborg, Sweden)" (PDF). Archived from the original (PDF) on 2011-05-11 . Retrieved 2010-11-22.Christensen continues to develop and refine the theory and has accepted that not all examples of disruptive innovation perfectly fit into his theory. For example, he conceded that originating in the low end of the market is not always a cause of disruptive innovation, but rather it fosters competitive business models, using Uber as an example. In an interview with Forbes magazine he stated: Christensen, Clayton M. & Overdorf, Michael. (2000). "Meeting the Challenge of Disruptive Change" Harvard Business Review, March–April 2000. Michael E. Raynor is a director at Deloitte Consulting LLP. He is the coauthor, with Mumtaz Ahmed, of The Three Rules: How Exceptional Companies Think (New York: Penguin Books, 2013).
We think we're pretty awesome to work with, and our clients are some of the best people we know. We love the variety of projects we get to take on, from designing strategy and executing delivery, to establishing sales processes, to delivering workshops, accelerator programmes and building communities. In my view, no one is better equipped to take the reins of transformational leadership than family businesses. By using mostly locally available scrap and power sources these mills can be cost effective even though not large. This section needs additional citations for verification. Please help improve this article by adding citations to reliable sourcesin this section. Unsourced material may be challenged and removed. ( March 2010) ( Learn how and when to remove this template message) To use well this tool, we must question the clichés of a sector and rethink them. Ex: a cliché of the bank offices is that there is money. What if there was no money in those offices? What would it be for? Questioning the concept of a disruptive technology, Haxell (2012) questions how such technologies get named and framed, pointing out that this is a positioned and retrospective act.