Managing For Disruption

How Data Lies

In the old days, it paid to be data driven. You researched the market, developed insights and planned a strategy. It wasn’t enough to have an innovative idea, you had to show the numbers.

Co-Opting Disruption Through Open Innovation

Big organizations generally don’t do disruption well. They tend towards stability because that’s what people want from them — good quality products and reliable service. You can count on established firms to give you what you want, when you want it, ship on time and be around tomorrow if a problem arises.

Disrupting The Disruptors

One overlooked aspect of disruption is that disruptors themselves are not immune. As Moisés Naím writes in his book The End of Power, “Power is easier to get, but harder to use or keep.”

It’s Not The Nodes, But The Network

When a company’s human resource director would like to get a message out to the organization, she often asks the CEO to send out an e-mail because, after all, nobody has more authority than a CEO. Top executives are considered “opinion leaders” and “influentials.”

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Greg Satell

Greg Satell

Bestselling Author of Cascades and Mapping Innovation, @HBR Contributor, - Learn more at www.GregSatell.com — note: I use Amazon Affiliate links for books.