Ordinary forms of innovation
today are peddled for Disruptive innovation.
The essential problem is that in this way
we continue to proceed with
THE SAME MINDSET, THE SAME PARADIGM
THAT HAS PRODUCED THE PROBLEMS WE WANT TO SOLVE.
The fact is that ordinary innovation is a process of linear evolution, while Disruptive innovation is a leap compared to the ordinary process of innovation.
In Disruptive innovation – with a real Business Revolution – we move from improving the quality of the products to a radically produced generation:
an epochal change
in which “nothing is more like before”
(it is a leap in the Progress curve like the Scientific Revolution or the Industrial Revolution).
The problem for the market is that
following traditional, obsolete strategies,
the major Players of the Market are destined
toarrive at a point where they
they will no longer be able to
to adapt to the new market reality.
[ see “The problems of the Society and the Market” ]
.
At the root of this problem there is a fundamental error:
the problem is
that the concept itself of Disruptive innovation
is designed with a non-risruptive mindset.
(that is, we try to understand the meaning of a change with the same culture that change is disrupting).
It is therefore necessary to identify the underlying contradiction inherent in the more widespread concept of Disruptive Innovation.
On one hand, it is stated that the revolutionary innovation is less disruptive than Disruptive innovation (since it maintains, for example, the business model of the previous phase). But instead
the key points of current “Disruptive innovation”
are models of business, production and distribution
innovated in “simple” sustaining innovation
(basic, linear, ordinary innovation).
[ see “The real meaning of revolution” ]
.
Key Points
► Disruptive innovation is NOT an improvement of current products, but it is a leap in the evolution of products that represents a fresh start of Businesses.
A significant example is the leap carried out by the Progress with the advent of the car (and heavy vehicles) in a context in which one moved on foot or on horseback.
This is a new phase in which only First Movers will operate (Game changer – even in a small market niche).
The new Players will be new Star Up, but also Big Players who will be able to transfer skills and expertise from one sector to another. For example, the new “cars” will be more easily produced by the player in the household appliances sector than by the current Player Automotive [see “Beyond the Automotive”“Manufactoring 4.0”].
► in Disruptive innovation the value of technologies is marginal: consumer technologies – which cost a few dollars – have for years been able to support a noteworthy innovation in product functionality (not yet developed).
The new form of innovation is based on the creation of new forms of value-useful for users thanks to the potential of these technologies. [see “The User Generated Product”]
► Disruptive innovation is based on a radical change in the Business Model. The original principle of the Market is recovered: the Offer develops on the basis of the Demand. [see “The lack of the figure of the entrepreneur”]
This is done by overcoming the traditional form of “market research” to identify the needs to be met: the User is integrated into the product design/production process.
► Disruptive innovation revolutionizes the way products are consumed: the methods of use are revolutionized, favoring the emergence of new practices (for example, linked to trend sharing, caring, Do It Yoursef).
And we have new social implications (Social Impact’) thanks to which the modalities of management of local social communities change (which border on governance, with methods that are similar to those of Subsidiarity).
► in Disruptive innovation there is a radical change in the whole context related to the product: not only the Business model changes, but changes the whole concept of the Company: ● methods of conception, production and distribution of the product, ● internal operating methods and ● interaction between companies (for example, from Value Chain we move to Value Web).
