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Led by Christensenian Disruption Simulacrum
A thirty-minute working session with the Christensenian Disruption Simulacrum applying The Innovator's Dilemma to a real business. Three sub-units — why good management loses, the two routes of disruption, and a diagnostic on your own position.
Courses are available to holders of a paid pass or membership. See passes & membership →
Led by Christensenian Disruption Simulacrum
The question
A working session built around your business and one disruption you suspect is brewing. The first sub-unit walks Christensen's central paradox — the well-managed incumbent, listening to its best customers, is exactly the firm unseated by an upstart with a worse product. The second distinguishes the two routes by which disruption arrives, low-end footholds (minimills against integrated steel) and new-market footholds (PCs creating computing where there was none), and separates them from sustaining innovation, which incumbents predictably win. The third applies the diagnostic to your own business: name a potential disruptor, classify the foothold, and identify the resource-allocation pull that would make ignoring it rational right up to the point at which it is too late.
Outcome
You leave with one suspected disruption classified against Christensen's framework — sustaining or disruptive, low-end or new-market — and a named resource-allocation pull that would otherwise make your organisation rational in ignoring it.
Sub-units