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disruptive technologies
create market shocks and catalyze growth
characteristics of disruptive technologies
-come to market with a set of performance attributes existing customers don’t value
-over time, performance attributes improve to the point where they invade established markets
web video disruption
-broadband not widely available and very expensive
-cheaper processors embedded internet-accessing smarts into televisions
-availability through mobile & time-shifting
-Netflix navigated through radical, tech fueled disruption
digital audio disruption
-portable MP3s terrible
-Apple Music and Spotify
ride sharing devices disruption
-getting in stranger’s car was crazy idea
-more uber drivers than taxis
-ride prices fell, and security became superior
why big firms fail
-fail to see disruptive innovations as a threat
-early customers for a disruptive technology care about different features and attributes than incumbent customers
-disruptive technologies become good enough to appeal to customers of incumbent products and invade markets
ways to improve radar for disruptive technologies
-remove short-sighted, customer-foucsed, and bottom-line-obsessed blinders
-have conversations with those on experimental edge of advancements
-increase conversations across product groups between managers and technologies
-if employees quit to join future technology, may signal development worth paying attention to
what to do if disruptor spotted
-build portfolio of options on emerging technologies
-options give firm right to continue and increase funding
-create separate division for innovation
Intuit
leader in several packaged software categories (personal finance, small business, tax prep)
key performance indicators (KPI)
measurable values defined by a firm to demonstrate progress towards a goal
ways to be a tech victor
-keep disruption detecting radar dialed up high
-watch trajectory of fast/cheap technology curves