The Michaelis dictionary points to disruption as the “act or effect of breaking; fracture; breaking a normal course of a process”. The entry innovation has the meaning of “act or effect of innovating”. Do you understand the difference?
Something innovative has potential for disruption, but there is a gap between the values that each word carries.
Here, we have already talked about eight disruptive business models , which were responsible for some of the most important innovations in different segments. In addition, I reinforce some routines for managing the disruptive business well , much because even a great idea can fail as a victim of errors.
However, what has been done by the precursors of business models and technologies to achieve disruption? Is there a recipe?
There is no ready and infallible answer, but a work developed by the trio Nathan Marston, Erik Roth, and Marc de Jong identified eight elements that, after analysis of dozens of global projects, were found in companies, enterprises, and disruptive projects. The material was published in McKinsey Quarterly .
The starting point is to have the will, that is, you need to want or, in their words, care about having projects and teams with potential for disruption and establish objectives and goals for this purpose.
From this position, a routine of choices should be implemented, which, in short, means allocating resources in a portfolio of initiatives that may have disruptive results. But they warn that it is necessary to have consistency and control of risks.
In this script, as the third step, the verb discover has a special place. The data collected in the study demonstrated that having a genius in the team often results in disruption, so don’t let it slip away.
But as this type of talent is very rare, what was most presented for disruptive projects was the methodical and systematic routine examination of three areas: a problem to solve, the technology to solve it, and a business model that generates profit from it. That is, bet on discoveries because flashes of creation are rare.
To elaborate the roadmap of pillars for disruption, the research identified common patterns in companies, ventures, and disruptive projects, but in some cases, there is no obvious and direct link to the goal. In this context, evolution was listed as a primordial element and with a particular sense defined by the study: organizations must develop new business models with scalable profits to create conditions to evolve.
And when the big goal is achieved and we have in our hands a disruptive technology, product, or business model – what to do? Accelerate, the researchers recommend. We must beat the competition by launching the new product into the market quickly and efficiently.
And, at that moment, it is necessary to get the measurement and direction right, to have the correct scale. That is, it is important to correctly identify the market and segments relevant to your new product or service to have the precise scale for production, price means of marketing, and customer service.
Those who want to bring disruption to their businesses should also understand that flows of talent and knowledge transcend company boundaries and geographic boundaries. That is, it is imperative to expand the sources of ideas and forms of management through external employees, accessing the skills and talents of others.
Finally, the verb mobilize enters the scene. It is necessary to organize, motivate and reward the team of professionals around a culture of fostering ideas and actions with potential for disruption. Wearing the company’s shirt is a thing of the past, the important thing is to have the team motivated to have ideas and make discoveries.
What do you think?” Is it possible to combine and apply the eight elements to form a team dedicated to disruption? Comment on our network.