Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
How can organizations master disruptive innovation three decades after Clayton Christensen first illuminated the concept? The real challenge goes beyond merely identifying disruptions—it involves scaling them effectively. To do so, organizations must uncover and understand the common pitfalls that hinder widespread impact.
(more…)Just a few weeks after the launch of ChatGPT, Google has launched its own solution, called Bard. Such a quick response from an incumbent threatened by a disruption is not a surprise. But does that mean that Google will be able to maintain its leadership position in its market? Not quite.
(more…)ChatGPT, an “intelligent” chatbot, represents a major breakthrough. One would have expected that Google, the leader in search engines for the last twenty years, which has been investing heavily in artificial intelligence, would have been at the origin of it, but it is not the case. Is Google the new victim of the innovator’s dilemma, a syndrome often observed when a leader is overtaken by a new entrant?
(more…)That innovation units created within large organizations have a difficult life is not new. Most of them disappear after three years on average, because after the euphoric start, they fail to become part of the life of the organization. But those that survive are not out of the woods yet, because they are caught between a top management that demands “more disruption” and an organization that, through its budgetary and control processes, removes any chance for a disruptive project to see the light of day. Getting out of this difficult situation requires being very clear about what “disruptive” means, and understanding the real nature of innovation.
(more…)Clayton Christensen, the man behind the work on the concept of disruption, died of cancer on January 23, 2020 at the age of 67. He was a great management theorist, like giants such as Peter Drucker or Michael Porter, and his work is more relevant than ever at a time when large companies continue to struggle to respond to the multiple disruptions in their environment. In what follows, I propose a synthesis of his work to show how it can be very useful.
(more…)Why do organizations find it difficult to change when facing a disruption? The question is not new but it continues to puzzle researchers and managers alike. Part of the answer lies in the observation that over time, what an organization knows migrates: its capability initially lies in its resources (especially human), then it evolves to processes and finally to values. It is at this last stage that change is the most difficult.
Everything is going faster! Change is accelerating! At least that’s what we hear all the time. What if this platitude reflected a misunderstanding of the nature of disruptions and how they develop? And what if, therefore, it led to the wrong answers by incumbents and startups? Let’s analyze the nature of disruptions and our relationship to time.
We live in a world of uncertainty and disruptions. To survive in this world, organizations should be agile. The word Agility is now everywhere. This would be the miracle solution to lack of innovation as it emerges every six months. But this is not the case. Agility is not what your organization needs for innovation. Let’s see why.
There is a paradox in the field of innovation: everyone is in favor of it, I never meet a manager who explains to me that he does not want to innovate, quite the contrary; They all want to innovate. And yet in most companies, innovation is blocked. An important cause of this paradox lies in a conflict of commitment between the present and the future. Let’s look at it in more detail.
We hear a lot about “disruptive technologies,” but what makes an innovation disruptive is usually not its technical dimension, and the distinction often made between radical and incremental innovation is not so relevant. What matters is the disruptive nature of the business model created for the new technology.
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