A Reflective Review of Disruptive Innovation Theoryijmr

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A strategic approach to disruptive technologies


A strategic approach to disruptive technologies
Disruptive change requires new strategies. When conditions change rapidly, organisations find their former approaches which have led to success in the past, are no longer effective. It can be hard to let go of these approaches if they have been a source of competitive advantage. This leads many managers to assume that successful responses to disruptive change are a matter of luck. But it is possible to craft strategies to best exploit opportunities ahead of the competition.

Disruptive technologies/ disruptive innovations
Harvard professor Clay Christensen coined the term disruptive technology, which he later renamed disruptive
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Gartner suggested in its hype cycle for 2005, that wikis had recently ‘peaked’ but would reach comfortable productivity in 5 – 10 years. At or around the peak in 2008 and 2 - 5 years from plateau was corporate use of social 3

computing platforms (or their in-house equivalents) according to the 2008 hype cycle.

Crafting an effective strategic response
Organisations need a multidisciplinary team to consider the potential impacts of new technologies throughout all their activities. The perspective of a single discipline – for example, marketing – should not be allowed to dominate, nor should the enthusiasm of a small group of evangelists set the agenda. It’s particularly important for Web 2.0 initiatives that they aren’t characterised as the sole domain of the marketing or advertising department. Clay Shirky, author of Here Comes Everybody has a tactic for harnessing the enthusiast, and avoiding the premature commitment to a single course of action. He advises ‘Find the person who's got the big idea, who's got the idea that could transform everything once it's adopted, and lock them out of the building. Do not let them back in

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