Dealing with disruptive innovations - Revision history

Dirkjan at 19:54, 27 August 2020

2020-08-27T19:54:50Z

Dirkjan: Replaced content with "Dealing with disruptive innovations Category:mbi"

2020-08-27T19:18:38Z

Replaced content with "Dealing with disruptive innovations Category:mbi"

Dirkjan: Created page with "There are different ways of dealing with a disruptive innovation each with its own pro's and con's: # Not responding at all ## Paying to little attention is usually more harmf..."

2020-08-25T07:58:36Z

Created page with "There are different ways of dealing with a disruptive innovation each with its own pro's and con's: # Not responding at all ## Paying to little attention is usually more harmf..."

New page

There are different ways of dealing with a disruptive innovation each with its own pro's and con's:
# Not responding at all
## Paying to little attention is usually more harmful than paying to much attention
# Migrating/Harvasting
## This is a less passive form than not responding at all. It is a conscious decision to 'milk existing resources'.
# Defending
## Is an active response to the new threatening businnes model. This is usually difficult to do as a [[Disruptive innovation|Disruptive innovation]] tends to have faster improvement dynamics
# Straddling
## Means to hold on to the old [[Business Model|Business Model]] while simultaneously introducing the new one. This tries to combine the best of both worlds but has also major risks:
## Continuing the investment in what no longer works masks unwillingness to make tough choices and can lead to waste of resources
## The strategy can lead to [[Cramming|Cramming]]. Cramming means that the new technology only is used to improve the 'old' business model. The full scale of new possiblities of the new technology leaves untapped.
# Switching completely
## Is a more radical approach since it entails a complete switch to the new business model
## But as all resources are focussed on the new strategy it is a huge 'all or nothing' bet.
# Leapfrogging
## means that companies try to 'out-substitute' the substitution. This is highly attractive from a longer term perspective but requires a deep understanding of technology and market demand. It is also essentional to get the timing right.

Part of: [[M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage|M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage]]
[[Category:mbi]]

← Older revision		Revision as of 19:18, 27 August 2020
Line 1:		Line 1:
−	~~There are different ways of dealing~~ with a disruptive ~~innovation each with its own pro's and con's:~~	+	Dealing with disruptive innovations
−	~~# Not responding at all~~
−	~~## Paying to little attention is usually more harmful than paying to much attention~~
−	~~# Migrating/Harvasting~~
−	~~## This is a less passive form than not responding at all. It is a conscious decision to 'milk existing resources'.~~
−	~~# Defending~~
−	~~## Is an active response to the new threatening businnes model. This is usually difficult to do as a [[Disruptive innovation\|Disruptive innovation]] tends to have faster improvement dynamics~~
−	~~# Straddling~~
−	~~## Means to hold on to the old [[Business Model\|Business Model]] while simultaneously introducing the new one. This tries to combine the best of both worlds but has also major risks:~~
−	~~## Continuing the investment in what no longer works masks unwillingness to make tough choices and can lead to waste of resources~~
−	## The strategy can lead to [[Cramming\|Cramming]]. Cramming means that the new technology only is used to improve the 'old' business model. The full scale of new possiblities of the new technology leaves untapped.
−	~~# Switching completely~~
−	~~## Is a more radical approach since it entails a complete switch to the new business model~~
−	~~## But as all resources are focussed on the new strategy it is a huge 'all or nothing' bet.~~
−	~~# Leapfrogging~~
−	## means that companies try to 'out-substitute' the substitution. This is highly attractive from a longer term perspective but requires a deep understanding of technology and market demand. It is also essentional to get the timing right.
−
−	~~Part of: [[M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage\|M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage]]~~
	[[Category:mbi]]		[[Category:mbi]]

← Older revision		Revision as of 19:54, 27 August 2020
Line 1:		Line 1:
−	~~Dealing~~ with disruptive ~~innovations~~	+	There are different ways of dealing with a disruptive innovation each with its own pro's and con's:
		+	# Not responding at all
		+	## Paying to little attention is usually more harmful than paying to much attention
		+	# Migrating/Harvasting
		+	## This is a less passive form than not responding at all. It is a conscious decision to 'milk existing resources'.
		+	# Defending
		+	## Is an active response to the new threatening businnes model. This is usually difficult to do as a [[Disruptive innovation\|Disruptive innovation]] tends to have faster improvement dynamics
		+	# Straddling
		+	## Means to hold on to the old [[Business Model\|Business Model]] while simultaneously introducing the new one. This tries to combine the best of both worlds but has also major risks:
		+	## Continuing the investment in what no longer works masks unwillingness to make tough choices and can lead to waste of resources
		+	## The strategy can lead to [[Cramming\|Cramming]]. Cramming means that the new technology only is used to improve the 'old' business model. The full scale of new possiblities of the new technology leaves untapped.
		+	# Switching completely
		+	## Is a more radical approach since it entails a complete switch to the new business model
		+	## But as all resources are focussed on the new strategy it is a huge 'all or nothing' bet.
		+	# Leapfrogging
		+	## means that companies try to 'out-substitute' the substitution. This is highly attractive from a longer term perspective but requires a deep understanding of technology and market demand. It is also essentional to get the timing right.
		+
		+	Part of: [[M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage\|M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage]]
	[[Category:mbi]]		[[Category:mbi]]