To Disrupt or be Disrupted



The topic of ‘disruption’ is often foremost in conversations. For many of the leaders we work with, disruption is a challenge. They are well versed in what’s required to continually improve and even make step changes in their offerings to their customers. However, while being truly disruptive to the products and services they offer is on the agenda, it keeps getting pushed out as today’s business demands a focus on the present. These pressures keep them from looking forward to what might be or looking out to find opportunities for disruption which are within reach.

A source for disruption opportunities has always been, “what is the unmet need or pain point that your customer has with your offering, and are there any alternatives that meet this need or remove the pain of the functionality that your product or service provides?” Many of you are familiar with the Ideal Final Result concept, where individuals (if dissatisfied with the current offering) will keep looking for what else is available that satisfies their requirements. An Ideal Final Result is when the individual gains all the benefits at zero cost or harm and there is no need to look beyond this result for the functionality in question.

A great example of this is Google, where we can search for anything, get a quick response that satisfies what we were after, but someone else pays for this service to be provided to us.

Does your offering meet the Ideal Final Result criteria? If not, disruption will occur.

In our discussions, 3 takeaways emerge. The need for your organisation to:

  1. Become “fit”. That is, to be agile enough to handle disruption, either by yourself or someone else in the market.
  2. Find out what the big disruptive trends are that are likely to impact your customers.
  3. Develop a process to become more proactive towards disruption before someone else does.

The need to be disruptive is often a focus of our activities to help leaders build their capability to handle disruption in the same way that they currently handle other aspects of innovation.

Can you answer the following three questions and have the capabilities within your organisation to respond to disruption?

  1. Are you fit?
  2. Have you identified opportunities for disruption?
  3. Are you proactive?

Contact us to work on these issues and build your innovation capability.

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