Big-Bang Disruption Case Sdudy
12/04/2013
Big-Bang Disruption
Case study
Ruixi YANG
12/04/2013
Big-Bang Disruption
Case study
Ruixi YANG
As we are entering in a new fast technology world, entire product lines are being created or destroyed overnight because of the disruptive technologies, which are based on the emerging ecosystem for innovation.
The nature of innovation has changed dramatically, calling into question much of the conventional wisdom on business strategy and competition, especially in information-intensive industries. The drivers of this new ecosystem are ever-cheaper, faster, and smaller computing devices, cloud-based virtualization, collaborative development and marketing, and the proliferation of mobile everything. The result is that new innovations now enter the market cheaper, better, and more customizable than products and services they challenge. (For example, smartphone-based navigation apps versus standalone GPS devices.) So when the disruptor arrives and takes off with a bang, often after a series of low-cost, failed experiments, incumbents have no time for a competitive response. Disrupters come out of nowhere and instantly be everywhere, once launched, it is hard to fight. The old rules for dealing with disruptive technologies have become counter-productive. In this new era, strategy needs a rethink. * A Difference in Kind
The first key to survival is understanding that big-bang disruptions differ from traditional innovations in kind, they are more inventive and better integrated with other products and services. Upstart products and services in a slew of industries have likewise grown fast enough to leaving incumbents grasping, the disruptions never leave time for executors to adapt, and they’re just showing something new to attract the customer to another business. * Three Devastating Features
* When cost is low and expectations are modest, the researchers can launch their ideas about cobbling together new products and see what will
Big-Bang Disruption
Case study
Ruixi YANG
12/04/2013
Big-Bang Disruption
Case study
Ruixi YANG
As we are entering in a new fast technology world, entire product lines are being created or destroyed overnight because of the disruptive technologies, which are based on the emerging ecosystem for innovation.
The nature of innovation has changed dramatically, calling into question much of the conventional wisdom on business strategy and competition, especially in information-intensive industries. The drivers of this new ecosystem are ever-cheaper, faster, and smaller computing devices, cloud-based virtualization, collaborative development and marketing, and the proliferation of mobile everything. The result is that new innovations now enter the market cheaper, better, and more customizable than products and services they challenge. (For example, smartphone-based navigation apps versus standalone GPS devices.) So when the disruptor arrives and takes off with a bang, often after a series of low-cost, failed experiments, incumbents have no time for a competitive response. Disrupters come out of nowhere and instantly be everywhere, once launched, it is hard to fight. The old rules for dealing with disruptive technologies have become counter-productive. In this new era, strategy needs a rethink. * A Difference in Kind
The first key to survival is understanding that big-bang disruptions differ from traditional innovations in kind, they are more inventive and better integrated with other products and services. Upstart products and services in a slew of industries have likewise grown fast enough to leaving incumbents grasping, the disruptions never leave time for executors to adapt, and they’re just showing something new to attract the customer to another business. * Three Devastating Features
* When cost is low and expectations are modest, the researchers can launch their ideas about cobbling together new products and see what will