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MIT Sloan Management Review, vol. (Winter): . Show all references Tags: Business Model Competitive Strategy Disruptive Innovation Product Development Reposted from: More like this LEGO Further Drives Customer Innovation How Professional Services Firms Avoid Disruption Underground Mining Innovation Do you have a corporate philanthropy strategy? You must be logged in to leave a comment. First time here? Register for a free account: Comment on articles and access more articles Leaders fall prey to four common misconceptions about disruptive innovation.
Editor's note: A version of this summary was provided by . Since Clayton Christensen proposed the theory of disruptive innovation in the 1990s, many organizations have transformed and been able to avoid disruption, but many have failed. Scott Anthony, senior partner Email Lists Database at Growth Strategies Consulting, and Michael Putz, director of strategy and business, identify why leaders are lagging in preventing disruption in their organizations and offer. Leaders miss the opportunity to manage disruptive change because of four key misunderstandings.
Leaders allow positive data to lull them into a sense of security. Remember, the data reflects past performance and does not show the impact of disruptions that have already occurred. They blame their inaction on shareholders' desire for short-term results. In fact, short-term returns can only be maximized by thinking and acting from a long-term perspective. Engage shareholders by sharing your vision, letting them tell the story, and presenting a roadmap with milestones and evidence points. Managers tell themselves that their employees don’t have the necessary skills. Don’t underestimate your workforce. Leaders believe innovation is too risky. Not investing in innovation is a riskier strategy. If your innovation fails, you lose the money you invested; but missed opportunities.
Editor's note: A version of this summary was provided by . Since Clayton Christensen proposed the theory of disruptive innovation in the 1990s, many organizations have transformed and been able to avoid disruption, but many have failed. Scott Anthony, senior partner Email Lists Database at Growth Strategies Consulting, and Michael Putz, director of strategy and business, identify why leaders are lagging in preventing disruption in their organizations and offer. Leaders miss the opportunity to manage disruptive change because of four key misunderstandings.
Leaders allow positive data to lull them into a sense of security. Remember, the data reflects past performance and does not show the impact of disruptions that have already occurred. They blame their inaction on shareholders' desire for short-term results. In fact, short-term returns can only be maximized by thinking and acting from a long-term perspective. Engage shareholders by sharing your vision, letting them tell the story, and presenting a roadmap with milestones and evidence points. Managers tell themselves that their employees don’t have the necessary skills. Don’t underestimate your workforce. Leaders believe innovation is too risky. Not investing in innovation is a riskier strategy. If your innovation fails, you lose the money you invested; but missed opportunities.