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| − | 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
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| − | ## Paying to little attention is usually more harmful than paying to much attention
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| − | # Migrating/Harvasting
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| − | ## This is a less passive form than not responding at all. It is a conscious decision to 'milk existing resources'.
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| − | # Defending
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| − | ## 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
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| − | # Straddling
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| − | ## 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:
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| − | ## Continuing the investment in what no longer works masks unwillingness to make tough choices and can lead to waste of resources
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| − | ## 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.
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| − | # Switching completely
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| − | ## Is a more radical approach since it entails a complete switch to the new business model
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| − | ## But as all resources are focussed on the new strategy it is a huge 'all or nothing' bet.
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| − | # Leapfrogging
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| − | ## 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.
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| − | 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]]
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| | [[Category:mbi]] | | [[Category:mbi]] |
Revision as of 19:18, 27 August 2020
Dealing with disruptive innovations
