Most startups hope to disrupt their markets by delivering a novel idea or a more-suitable functionality—frequently at a lower price. Disruptive Innovation may be how your company arrives, but ultimately, as competition grows and your business and brand evolves, you will need incremental innovation to stay relevant.
Jobs to be Done, by Stephen Wunker, Jessica Wattman and David Farber, is a recipe book to help organizations move innovation projects forward. While Harvard Business School Professor Clayton Christensen’s research on uncovering new product and service ideas has primarily dealt with the question of the “what” and the “why”, this book focuses on the “how” – the execution of the innovation discovery process.
In the new global environment innovation is tending towards Platform Disruption, and is more focused on waves of change than single technology disruptions. The competitive capability of different innovation cultures, rather than technology, therefore becomes the critical success factor. In this article, Haydn Shaughnessy examines product and service platforms as the new organisational form and suggests that modern enterprises need to take the leap to a new way of business.
What company wouldn’t want to come out with the next iPhone, online bookstore or Swiffer mop? In the right circumstances disruptive innovation can be a valid path to drive the long-term survival and growth of a mature organization. But Anthony Ferrier argues that most companies are not in that environment. They talk (a lot) about pursuing disruptive innovation, but the reality is that they don’t really want, or are able, to support it.
Can the concept of disruptive innovation be applied in a systematc way? In this article the writer/researcher offers a retrospective view of the history of innovation, its incubation, periods of economically revolutionary change and how cultural, geographic and political influences gave rise to the evolvement of global organisations. It then goes on to explain the face of innovation setting a cultural consensus that could mean for the global 2000 in terms of a new incentivised direction.
In their new book The Innovative University Clayton Christensen and Henry Eyring explore why higher education is heading for disruption. As budget deficits and healthcare costs squeeze government support for higher education, enrollments at traditional institutions will steadily shrink. This will force the education sector to major changes and the students will come out winners, as is typical when disruption reshapes an industry. InnovationManagement asked the writers to elaborate on trends in higher education and the way education is delivered to students.