The first minicomputers were disruptive not merely because they were low-end upstarts when they appeared on the scene, nor because they were later heralded as superior to mainframes in many markets; they were disruptive by virtue of the path they followed from the fringe to the mainstream. Entrants that prove disruptive begin by successfully targeting those overlooked segments, gaining a foothold by delivering more-suitable functionality—frequently at a lower price. It has reported tremendous financial success (the most recent funding round implies an enterprise value in the vicinity of $50 billion). Understanding what drives the rate of disruption is helpful for predicting outcomes, but it doesn’t alter the way disruptions should be managed. It is difficult to claim that the company found a low-end opportunity: That would have meant taxi service providers had overshot the needs of a material number of customers by making cabs too plentiful, too easy to use, and too clean. Disruptive innovations are made possible because they get started in two types of markets that incumbents overlook. So schreibt er: „Innovation entsteht durch den freien, ungehemmten Austausch von Menschen auf kleinstem Raum…. As a result, the theory is sometimes criticized for shortcomings that have already been addressed. For example, more than 50 years after the first discount department store was opened, mainstream retail companies still operate their traditional department-store formats. Auf der Welt vergeht kein Tag ohne Erfindungen. According to the theory, the answer is no. Wir haben uns auf die Suche nach Ursprung und Bedeutung eines Begriffes gemacht, der die Wirtschaft und das Feuilleton gleichermaßen umtreibt. We call this a “solution shop” business model. Das Fazit daraus: Wer auf der Suche nach Ideen ist, sollte sich seine Arbeitsumgebung genauer ansehen. If we call every business success a “disruption,” then companies that rise to the top in very different ways will be seen as sources of insight into a common strategy for succeeding. Instead it helps them make a strategic choice between taking a sustaining path and taking a disruptive one. Put simply, they find a way to turn nonconsumers into consumers. Disruptive Innovation #8: Videorekorder, Videothek und DVD-Player versus Videostreaming-Dienste. They point out that Uber, commonly hailed as a disrupter, doesn’t actually fit the mold, and they explain that if managers don’t understand the nuances of disruption theory or apply its tenets correctly, they may not make the right strategic choices. Vor Ort hat er analysiert, was die Innovationsfähigkeit und die Kreativkultur im Silicon Valley ausmacht. Complete substitution, if it comes at all, may take decades, because the incremental profit from staying with the old model for one more year trumps proposals to write off the assets in one stroke. Disruptive Innovation Is a Process, Rather Than a Product or Service. Taken at … This opens the door to a disrupter focused (at first) on providing those low-end customers with a “good enough” product. Harvard Business Publishing is an affiliate of Harvard Business School. Harvard Business Review: What is disruptive innovation? How Disruptive Innovation Changes Education by Martha Lagace HBS professor Clayton M. Christensen, who developed the theory of disruptive innovation, joins colleagues Michael B. Horn and Curtis W. Johnson to advocate for ways in which ideas around innovation can spur much-needed improvements in public education. If Netflix (like Uber) had begun by launching a service targeted at a larger competitor’s core market, Blockbuster’s response would very likely have been a vigorous and perhaps successful counterattack. The reason for this correlation was not immediately evident, but one by one, the elements of the theory fell into place. Disruptive innovation has a strong potential for growth. Es gibt Worte, die hat man schon so oft gehört, dass man gar nicht mehr wagt nachzufragen, was sie eigentlich bedeuten. „A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in a tier of the market that is unattractive to the established leaders in an industry.“ – Clayton M. Christensen. Rapid disruptions are not fundamentally different from any others; they don’t have different causal mechanisms and don’t require conceptually different responses. Our current belief is that companies should create a separate division that operates under the protection of senior leadership to explore and exploit a new disruptive model. Once that’s happened, they adopt the new product and happily accept its lower price. Disruptive innovation comes from established firms not taking advantage of opportunities and new start-ups taking the lead instead. 10 disruptive innovation 1. Despite broad dissemination, the theory’s core concepts have been widely misunderstood and its basic tenets frequently misapplied. We’ve observed four important points that get overlooked or misunderstood: The term “disruptive innovation” is misleading when it is used to refer to a product or service at one fixed point, rather than to the evolution of that product or service over time. Disruption, Then we point out some common pitfalls in the theory’s application, how these arise, and why correctly using the theory matters. Yet the relative standing of higher-education institutions remains largely unchanged: With few exceptions, the top 20 are still the top 20, and the next 50 are still in that second tier, decade after decade. Robotics is another exciting innovation when it comes to disruptive technology. Because both incumbents and newcomers are seemingly following the same game plan, it is perhaps no surprise that incumbents are able to maintain their positions. Von der Invention bis zur Innovation, bis zum neuen Produkt oder neuen Geschäftsmodell ist es oft ein langer und steiniger Weg. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. Copyright © 2020 Harvard Business School Publishing. If we get sloppy with our labels or fail to integrate insights from subsequent research and experience into the original theory, then managers may end up using the wrong tools for their context, reducing their chances of success. Jeden Tag hat irgendwo auf der Erde irgendjemand eine geniale Idee. Carpino, Clorinda (A.A. 2017/2018) Mobile banking: disruptive innovation nei servizi finanziari. This article is part of an effort to capture the state of the art. Viele klassische Arbeitsräume fördern Kreativität nicht, ganz im Gegenteil, sie behindern das Entfalten von Ideen. Denn bei den viele… Booking a ride requires just a few taps on a smartphone; payment is cashless and convenient; and passengers can rate their rides afterward, which helps ensure high standards. Tesi di Laurea in Management dell'innovazione, LUISS Guido Carli, relatore Maria Isabella Leone, pp. According to disruption theory, Uber is an outlier, and we do not have a universal way to account for such atypical outcomes. Integrating them all into a comprehensive theory of business success is an ambitious goal, one we are unlikely to attain anytime soon. Innovation or rapid evolutionary innovation, as I define it, is turning your dreams into reality, or manifesting what you envision. Disruptive Innovation wurde ursprünglich von Clayton Christensen beschrieben. Consider the transistor pocket radio and the PC: They were largely ignored by manufacturers of tabletop radios and minicomputers, respectively, because they were aimed at nonconsumers of those goods. All rights reserved. In certain cases, a failed response to a disruptive threat cannot be attributed to a lack of understanding, insufficient executive attention, or inadequate financial investment. In seinem Buch stellt Christensen die These auf, dass es neben der „klassischen“ Innovation, die beispielsweise vorhandene Produkte oder Services weiterentwickelt, auch eine disruptive Form der Innovation gibt. Disruptive Innovationen kommen erst dann im Massenmarkt an, wenn ihre Qualität gestiegen ist Die Theorie macht einen Unterschied zwischen disruptiven und sogenannten "erhaltenden" Innovationen. Wie sollen sich Unternehmen verhalten, wenn die Konkurrenz plötzlich nicht mehr nur aus der eigenen Branche kommt, sondern auch damit gerechnet werden muss, von branchenfremden Startups verdrängt zu werden? In the case of new-market footholds, disrupters create a market where none existed. Disruption theory does not, and never will, explain everything about innovation specifically or business success generally. They are deploying competitive technologies, such as hailing apps, and contesting the legality of some of Uber’s services. It supersedes existing processes, displaces market leaders and redefines industry rules. Mehr zum Thema: Consequently, taxi companies have rarely innovated. To put it another way, the lessons we’ve learned about succeeding as a disruptive innovator (or defending against a disruptive challenger) will not apply to every company in a shifting market. Similarly, it is a mistake to assume that the strategies adopted by some high-profile entrants constitute a special kind of disruption. Empirical findings showed that incumbents outperformed entrants in a sustaining innovation context but underperformed in a disruptive innovation context. Die Theorie der disruptiven Innovation hat ihren Ursprung im Buch „The Innovator’s Dilemma“ von Clayton Christensen. When mainstream customers start adopting the entrants’ offerings in volume, disruption has occurred. If disruption theory is correct, Tesla’s future holds either acquisition by a much larger incumbent or a years-long and hard-fought battle for market significance. Create Together – Inspire Together – Lead together: PORTS, Was disruptive Innovation bedeutet, und was Unternehmen dafür (oder dagegen) tun können, https://hbr.org/2015/12/what-is-disruptive-innovation. Erhaltende Innovation. One might be tempted to say the company is disruptive. The iPhone’s subsequent growth is better explained by disruption—not of other smartphones but of the laptop as the primary access point to the internet. The question now is whether there is a novel technology or business model that allows new entrants to move upmarket without emulating the incumbents’ high costs—that is, to follow a disruptive path. Natürlich ist jeder Disruptive innovation theory christensen direkt bei Amazon erhältlich und sofort lieferbar. Diese folge, so Christensen, bestimmten Regeln: Man spricht von Disruption, wenn es ein kleines Unternehmen mit wenig Ressourcen schafft, etablierte, bislang erfolgreiche Unternehmen vom Markt zu verdrängen. For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Nicht jeder wirtschaftliche Erfolg aus dem Tech-Bereich ist allerdings auch gleich eine disruptive Innovation. Viele Menschen sehen sich Filme lieber ohne … Pioneers
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3. Tesla’s entry, not surprisingly, has elicited significant attention and investment from established competitors. But Uber did not originate in either one. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.com. Furthermore, essential refinements in the theory over the past 20 years appear to have been overshadowed by the popularity of the initial formulation. However, as new technologies allowed Netflix to shift to streaming video over the internet, the company did eventually become appealing to Blockbuster’s core customers, offering a wider selection of content with an all-you-can-watch, on-demand, low-price, high-quality, highly convenient approach. Doch woher die Ideen nehmen? Furthermore, Uber delivers service reliably and punctually, and its pricing is usually competitive with (or lower than) that of established taxi services. Join our Interactive E-learning Platform (Free Signup) Stimulate your own creative process, to develop ideas that make an impact on the society. The service appealed to only a few customer groups—movie buffs who didn’t care about new releases, early adopters of DVD players, and online shoppers. Auch die Qualität der angebotenen Leistung sei von Beginn an nicht schlechter oder unausgegorener gewesen, als bei herkömmlichen Taxidiensten, sondern gleichwertig oder sogar besser, da zusätzlich digitale Kanäle genutzt werden. Such anomalies produced more precise categorizations of disruptions (Govindarajan and Kopalle, 2006; Markides, 2006 ). Instead, they should continue to strengthen relationships with core customers by investing in sustaining innovations. Wer auch in der Zukunft erfolgreich wirtschaften will, oder vielleicht sogar selbst zum Disruptor werden möchte, braucht neue Ansätze, neue Lösungen und vor allem neuen Mut. That means that for some time, incumbents will find themselves managing two very different operations. Here are two reasons why the label doesn’t fit. So Uber is in a unique situation relative to taxis: It can offer better quality and the competition will find it hard to respond, at least in the short term. Tesla Motors is a current and salient example. Unfortunately, disruption theory is in danger of becoming a victim of its own success. Disrupters tend to focus on getting the business model, rather than merely the product, just right. No. Some disruptive innovations succeed; some don’t - a common mistake is to focus on the results achieved—to claim that a company is disruptive by virtue of its success. Gern zitierte disruptive Innovationen sind die Erfolgsgeschichten von Airbnb oder Netflix, die beide auf ihre Art den Markt revolutioniert haben: Die Online-Buchungsplattform Airbnb ist mittlerweile zum größten Anbieter von Übernachtungsmöglichkeiten weltweit geworden, und das, ohne eine einzige Immobilie zu besitzen. In a stable industry, where key players have a well-defined position and variables like cost and revenue can be tangibly and reliably forecast, innovation is found in R&D strategies, the roll-out of new platforms and the implementation of new manufacturing processes or human resource management structures. Real tuition for online courses is falling, and accessibility and quality are improving. Der von ihm entwickelte Ansatz wird im Folgenden erläutert und mit weiteren Theorien zum Innovationsmanagement erweitert, bzw. Disruptive innovations originate in low-end or new-market footholds. For example, when Netflix launched, in 1997, its initial service wasn’t appealing to most of Blockbuster’s customers, who rented movies (typically new releases) on impulse. Additional refinements to the theory have been made to address certain anomalies, or unexpected scenarios, that the theory could not explain. When innovative new products or services, such as Apple’s iPhone or Tesla’s electric car, launch and grab the attention of the press and consumers, do they qualify as disruptors in their industries? Specifically, as incumbents focus on improving their products and services for their most demanding (and usually most profitable) customers, they exceed the needs of some segments and ignore the needs of others. The theory of disruption predicts that when an entrant tackles incumbent competitors head-on, offering better products or services, the incumbents will accelerate their innovations to defend their business. Video Watch the latest explainer videos, case study discussions, and whiteboard sessions, featuring ideas and practical advice for leaders. There’s another troubling concern: In our experience, too many people who speak of “disruption” have not read a serious book or article on the subject. But that lasts only for a time: As incumbents (rationally, but mistakenly) cede the foothold market, they effectively remove the price umbrella, and price-based competition among the entrants reigns. The key elements of that theory have been tested and validated through studies of many industries, including retail, computers, printing, motorcycles, cars, semiconductors, cardiovascular surgery, management education, financial services, management consulting, cameras, communications, and computer-aided design software. Die Taxi-App Uber beispielsweise sieht Christensen nicht als Disruption: Schließlich richtet sich der Dienst an dieselbe Kundenschicht wie „gewöhnliche“ Taxiunternehmen, und spricht keinen neuen Markt an. By contrast, new-market disruptions take hold in a completely new value network and appeal to customers who have previously gone without the product. But its foothold is in the high end of the auto market (with customers willing to spend $70,000 or more on a car), and this segment is not uninteresting to incumbents. Instead, they wait until its quality rises enough to satisfy them. Das konstatiert Autor Christoph Keese in seinem Bestseller „Silicon Valley“. Uber has quite arguably been increasing total demand—that’s what happens when you develop a better, less-expensive solution to a widespread customer need. Disruptive Innovation (engl.disruptve innovation) bezeichnet die Etablierung neuartiger, bisher unbekannter Produkte oder Dienstleistungen, die als kleine Nischeninnovation beginnt und eine Marktrevolution auslösen kann. But they are confident that as research continues, the theory’s explanatory and predictive powers will only improve. This was achieved not merely through product improvements but also through the introduction of a new business model. Many researchers, writers, and consultants use “disruptive innovation” to describe any situation in which an industry is shaken up and previously successful incumbents stumble. Denn Tatsache ist, dass sich die Welt in den letzten Jahren etwas schneller dreht, und neue Technologien und Geschäftsmodelle Unternehmen vor Herausforderungen stellen. Disruptive innovation theory was established by Clayton Christensen, through a series of scholarly articles and popularized by his seminal book, ‘The Innovator’s Dilemma’. When new technology arises, disruption theory can guide strategic choices. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory. Enhance your Innovative Skills & Learn the Best Practices from Global Pioneers in Innovation. Initially, the theory of disruptive innovation was simply a statement about correlation. The iPhone created a new market for internet access and eventually was able to challenge laptops as mainstream users’ device of choice for going online. But disrupters start by appealing to low-end or unserved consumers and then migrate to the mainstream market. Land-grant universities, teachers’ colleges, two-year colleges, and so on were initially launched to serve those for whom a traditional four-year liberal arts education was out of reach or unnecessary. For example, any number of internet-based retailers pursued disruptive paths in the late 1990s, but only a small number prospered. We are eager to keep expanding and refining the theory of disruptive innovation, and much work lies ahead. Lexikon Online ᐅDisruptive Technologien: Disruptive Technologien unterbrechen die Erfolgsserie etablierter Technologien und Verfahren und verdrängen oder ersetzen diese in mehr oder weniger kurzer Zeit. Arbeitswelten. The challenges that arise from being an incumbent and an entrant simultaneously have yet to be fully specified; how best to meet those challenges is still to be discovered. Innovation & Creativity. The theory resonated among practitioners in several industries and also resulted in influencing thinking and research in the areas of innovation management, strategy, organization, etc. The product that Apple debuted in 2007 was a sustaining innovation in the smartphone market: It targeted the same customers coveted by incumbents, and its initial success is likely explained by product superiority. And when new technology is developed, disruption theory does not dictate what managers should do. Uber’s financial and strategic achievements do not qualify the company as genuinely disruptive—although the company is almost always described that way. The data supports the theory’s prediction that entrants pursuing a sustaining strategy for a stand-alone business will face steep odds: In Christensen’s seminal study of the disk drive industry, only 6% of sustaining entrants managed to succeed. For example, small competitors that nibble away at the periphery of your business very likely should be ignored—unless they are on a disruptive trajectory, in which case they are a potentially mortal threat. The incumbents provide a de facto price umbrella, allowing many of the entrants to enjoy profitable growth within the foothold market. Most of the elements of Uber’s strategy seem to be sustaining innovations. For example, interviews with managers of established companies in the disk drive industry revealed that resource allocation processes prioritized sustaining innovations (which had high margins and targeted large markets with well-known customers) while inadvertently starving disruptive innovations (meant for smaller markets with poorly defined customers). But Uber, true to its nature as a sustaining innovation, has focused on expanding its network and functionality in ways that make it better than traditional taxis. In the steel industry, continuous-casting technology improved quite slowly, and it took more than 40 years before the minimill Nucor matched the revenue of the largest integrated steelmakers. Consequently, this offering from Uber appeals to the low end of the limousine service market: customers willing to sacrifice a measure of convenience for monetary savings. about disruptive innovation and soft-SIM, rather the researcher feels that it will assist as a stepping stone for further theory development on disruptive inno-vation, with particular reference on soft-SIM in the telecommunication indus-try. Uber, Air BnB and Starbucks can all be considered as firms that pursued a disruptive strategy and disruptive innovation. Interessanterweise wird die Disruption manchmal gar …
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3. Tesla’s entry, not surprisingly, has elicited significant attention and investment from established competitors. But Uber did not originate in either one. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.com. Furthermore, essential refinements in the theory over the past 20 years appear to have been overshadowed by the popularity of the initial formulation. However, as new technologies allowed Netflix to shift to streaming video over the internet, the company did eventually become appealing to Blockbuster’s core customers, offering a wider selection of content with an all-you-can-watch, on-demand, low-price, high-quality, highly convenient approach. Doch woher die Ideen nehmen? Furthermore, Uber delivers service reliably and punctually, and its pricing is usually competitive with (or lower than) that of established taxi services. Join our Interactive E-learning Platform (Free Signup) Stimulate your own creative process, to develop ideas that make an impact on the society. The service appealed to only a few customer groups—movie buffs who didn’t care about new releases, early adopters of DVD players, and online shoppers. Auch die Qualität der angebotenen Leistung sei von Beginn an nicht schlechter oder unausgegorener gewesen, als bei herkömmlichen Taxidiensten, sondern gleichwertig oder sogar besser, da zusätzlich digitale Kanäle genutzt werden. Such anomalies produced more precise categorizations of disruptions (Govindarajan and Kopalle, 2006; Markides, 2006 ). Instead, they should continue to strengthen relationships with core customers by investing in sustaining innovations. Wer auch in der Zukunft erfolgreich wirtschaften will, oder vielleicht sogar selbst zum Disruptor werden möchte, braucht neue Ansätze, neue Lösungen und vor allem neuen Mut. That means that for some time, incumbents will find themselves managing two very different operations. Here are two reasons why the label doesn’t fit. So Uber is in a unique situation relative to taxis: It can offer better quality and the competition will find it hard to respond, at least in the short term. Tesla Motors is a current and salient example. Unfortunately, disruption theory is in danger of becoming a victim of its own success. Disrupters tend to focus on getting the business model, rather than merely the product, just right. No. Some disruptive innovations succeed; some don’t - a common mistake is to focus on the results achieved—to claim that a company is disruptive by virtue of its success. Gern zitierte disruptive Innovationen sind die Erfolgsgeschichten von Airbnb oder Netflix, die beide auf ihre Art den Markt revolutioniert haben: Die Online-Buchungsplattform Airbnb ist mittlerweile zum größten Anbieter von Übernachtungsmöglichkeiten weltweit geworden, und das, ohne eine einzige Immobilie zu besitzen. In a stable industry, where key players have a well-defined position and variables like cost and revenue can be tangibly and reliably forecast, innovation is found in R&D strategies, the roll-out of new platforms and the implementation of new manufacturing processes or human resource management structures. Real tuition for online courses is falling, and accessibility and quality are improving. Der von ihm entwickelte Ansatz wird im Folgenden erläutert und mit weiteren Theorien zum Innovationsmanagement erweitert, bzw. Disruptive innovations originate in low-end or new-market footholds. For example, when Netflix launched, in 1997, its initial service wasn’t appealing to most of Blockbuster’s customers, who rented movies (typically new releases) on impulse. Additional refinements to the theory have been made to address certain anomalies, or unexpected scenarios, that the theory could not explain. When innovative new products or services, such as Apple’s iPhone or Tesla’s electric car, launch and grab the attention of the press and consumers, do they qualify as disruptors in their industries? Specifically, as incumbents focus on improving their products and services for their most demanding (and usually most profitable) customers, they exceed the needs of some segments and ignore the needs of others. The theory of disruption predicts that when an entrant tackles incumbent competitors head-on, offering better products or services, the incumbents will accelerate their innovations to defend their business. Video Watch the latest explainer videos, case study discussions, and whiteboard sessions, featuring ideas and practical advice for leaders. There’s another troubling concern: In our experience, too many people who speak of “disruption” have not read a serious book or article on the subject. But that lasts only for a time: As incumbents (rationally, but mistakenly) cede the foothold market, they effectively remove the price umbrella, and price-based competition among the entrants reigns. The key elements of that theory have been tested and validated through studies of many industries, including retail, computers, printing, motorcycles, cars, semiconductors, cardiovascular surgery, management education, financial services, management consulting, cameras, communications, and computer-aided design software. Die Taxi-App Uber beispielsweise sieht Christensen nicht als Disruption: Schließlich richtet sich der Dienst an dieselbe Kundenschicht wie „gewöhnliche“ Taxiunternehmen, und spricht keinen neuen Markt an. By contrast, new-market disruptions take hold in a completely new value network and appeal to customers who have previously gone without the product. But its foothold is in the high end of the auto market (with customers willing to spend $70,000 or more on a car), and this segment is not uninteresting to incumbents. Instead, they wait until its quality rises enough to satisfy them. Das konstatiert Autor Christoph Keese in seinem Bestseller „Silicon Valley“. Uber has quite arguably been increasing total demand—that’s what happens when you develop a better, less-expensive solution to a widespread customer need. Disruptive Innovation (engl.disruptve innovation) bezeichnet die Etablierung neuartiger, bisher unbekannter Produkte oder Dienstleistungen, die als kleine Nischeninnovation beginnt und eine Marktrevolution auslösen kann. But they are confident that as research continues, the theory’s explanatory and predictive powers will only improve. This was achieved not merely through product improvements but also through the introduction of a new business model. Many researchers, writers, and consultants use “disruptive innovation” to describe any situation in which an industry is shaken up and previously successful incumbents stumble. Denn Tatsache ist, dass sich die Welt in den letzten Jahren etwas schneller dreht, und neue Technologien und Geschäftsmodelle Unternehmen vor Herausforderungen stellen. Disruptive innovation theory was established by Clayton Christensen, through a series of scholarly articles and popularized by his seminal book, ‘The Innovator’s Dilemma’. When new technology arises, disruption theory can guide strategic choices. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory. Enhance your Innovative Skills & Learn the Best Practices from Global Pioneers in Innovation. Initially, the theory of disruptive innovation was simply a statement about correlation. The iPhone created a new market for internet access and eventually was able to challenge laptops as mainstream users’ device of choice for going online. But disrupters start by appealing to low-end or unserved consumers and then migrate to the mainstream market. Land-grant universities, teachers’ colleges, two-year colleges, and so on were initially launched to serve those for whom a traditional four-year liberal arts education was out of reach or unnecessary. For example, any number of internet-based retailers pursued disruptive paths in the late 1990s, but only a small number prospered. We are eager to keep expanding and refining the theory of disruptive innovation, and much work lies ahead. Lexikon Online ᐅDisruptive Technologien: Disruptive Technologien unterbrechen die Erfolgsserie etablierter Technologien und Verfahren und verdrängen oder ersetzen diese in mehr oder weniger kurzer Zeit. Arbeitswelten. The challenges that arise from being an incumbent and an entrant simultaneously have yet to be fully specified; how best to meet those challenges is still to be discovered. Innovation & Creativity. The theory resonated among practitioners in several industries and also resulted in influencing thinking and research in the areas of innovation management, strategy, organization, etc. The product that Apple debuted in 2007 was a sustaining innovation in the smartphone market: It targeted the same customers coveted by incumbents, and its initial success is likely explained by product superiority. And when new technology is developed, disruption theory does not dictate what managers should do. Uber’s financial and strategic achievements do not qualify the company as genuinely disruptive—although the company is almost always described that way. The data supports the theory’s prediction that entrants pursuing a sustaining strategy for a stand-alone business will face steep odds: In Christensen’s seminal study of the disk drive industry, only 6% of sustaining entrants managed to succeed. For example, small competitors that nibble away at the periphery of your business very likely should be ignored—unless they are on a disruptive trajectory, in which case they are a potentially mortal threat. The incumbents provide a de facto price umbrella, allowing many of the entrants to enjoy profitable growth within the foothold market. Most of the elements of Uber’s strategy seem to be sustaining innovations. For example, interviews with managers of established companies in the disk drive industry revealed that resource allocation processes prioritized sustaining innovations (which had high margins and targeted large markets with well-known customers) while inadvertently starving disruptive innovations (meant for smaller markets with poorly defined customers). But Uber, true to its nature as a sustaining innovation, has focused on expanding its network and functionality in ways that make it better than traditional taxis. In the steel industry, continuous-casting technology improved quite slowly, and it took more than 40 years before the minimill Nucor matched the revenue of the largest integrated steelmakers. Consequently, this offering from Uber appeals to the low end of the limousine service market: customers willing to sacrifice a measure of convenience for monetary savings. about disruptive innovation and soft-SIM, rather the researcher feels that it will assist as a stepping stone for further theory development on disruptive inno-vation, with particular reference on soft-SIM in the telecommunication indus-try. Uber, Air BnB and Starbucks can all be considered as firms that pursued a disruptive strategy and disruptive innovation. Interessanterweise wird die Disruption manchmal gar …