Serial disruption is an interesting concept and challenge for business leaders. The bar gets higher and higher. I think it will be fascinating to watch as creativity will reach new heights in the goal of serial disruption.

Laureen Schroeder Chief Marketing Officer

creativity is important: the more ideas, the higher the possibility that one of them will really be a success. A requirement for creative companies is an efficient internal structure, with as little bureaucracy as possible (ensured by GRC). An open culture supports employees to develop ideas.

Patrick Henz Head of GRC US, Regional Compliance Officer Americas, Futurist, Storyteller, AI.

existing giants think they are so big in size and resources no one can disrupt them. They believe in their ability to acquire a disruptor, so they stay focused on their core strengths...wait & watch to avoid risk. Decision makers must answer to board/shareholders who are fine enjoying profits.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Disruption is caused by an existing industry overserving or underserving customers. If players in an industry serve customers well, there won't be enough pull for that industry to be disrupted. For major disruptions in any market, customers aren't getting what they want.

Erik Gielen Chief Operations Officer | Company Doctor | MBA

Disruptive strategy is about better serving customers who were ignored, or out of radar, of big players in similar businesses. It is also about exploring and establishing new market segments through disruptive innovative business models that were out of the mind of existing player.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

The real disruption is understanding what consumers value (and their willingness to pay). Finding the sweet spot between want-need-value is fertile ground for disruption (and often is where customers are under- or overserved)

Erik Gielen Chief Operations Officer | Company Doctor | MBA

One trend that I have seen is what may be referred to as 'serial disruption'. By this, I mean once an initial product or service has proved to be disruptive, it sets the company off in a different direction.

Ian Gibson Professor at University of Twente

winners of emerging disruptive trends will be able to create new corporate cultures where technology empowers people to evolve, adapt, and drive change.

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

Self disruption is a becoming more of a trend in all types of business models.

Rob Bickford COO, SVP, CIO and President

I think "value" was pivotal in many Health & Beauty business model changes..Value often is more than price. Overpriced industries are ripe for disruption. Most HBA examples came when the entire consumer model wanted more for less and the industries evolved from there.

Laureen Schroeder Chief Marketing Officer

Three essential driving pillars of markets being disrupted - regulatory complacency, customer adoption efforts, and customer experience.

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

Industry ripe for disruption has a lot of dissatisfied customers...we have seen many industries being disrupted because there had been no new innovation for decades and customers were very unhappy. Transport, hospitality, healthcare, education are all undergoing disruption due to dissatisfaction.

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

a few non-technical trends: 1. Changing customer expectations. 2. Changing global environment conditions 3. Global political unrest:

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

Economic history is a story of disruption driven by technologies, demographics and climate/disease. Today’s economic disruption is driven by: destructive end of Industry Age, emergence of Information Age, global demographics with urban tech communities + Info Age generations, climate change/obesity.

Bill Roth Business Coach And Writer

disruptive trends - Growth/adoption of digital trust, Increasing workforce mobility & virtualization, Intelligent automation & Industry 4.0, Platform economy/serialization of disruption, Predictable disruption.

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

"Loser" had early success in capturing a market with few competitors but was unable to anticipate the impact disruptors would have on its business. Falling into the ‘success trap’, they neglected the need to explore new territory and enhance their long-term viability and went bankrupt. - Polaroid

Laureen Schroeder Chief Marketing Officer

"Loser" ignored the market and continued to produce products that seemed antiquated in a new app-driven environment. Management felt they were basically too big to fail. They were too slow to recognize seismic changes in the market. - Blackberry

Rob Bickford COO, SVP, CIO and President

"Loser" literally created the concept but did not move fast enough to shift its business model or continue investing. Competitors kept introducing new technologies. A great case study in how NOT to do business. Company is bankrupt, parts may survive, but they were wiped out by disruption. - Sears

Jay D

"Winner" is the quintessential example of a successful "fast follower." They learned from the existing offerings, created a superior service, and disrupted the information industry. "Winner" continues to disrupt. - Google

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

"Winner" solved real customer problems and disrupted the market space. "Winner" survives disruption as it evolves business model, does whatever people want, is not married to anything, is always open to reinventing itself, and whatever the next big thing will be they will embrace it.- Netflix

Jay D

"Winner" was formed in 1792. Even with decades of disruption, they continue to grow. They lead in innovation, technology, and superior quality product. Quality of service is unparalleled. Technology has always been cutting edge. - NYSE

Rob Bickford COO, SVP, CIO and President

Critical is recognizing metrics defining winning/losing are changing. Today will not be like tomorrow. “Winning” business models are evolving as they solve for simultaneous multiple equations created by disruptive technologies, disruptive entrepreneurship and the pace consumers embrace disruption.

Bill Roth Business Coach And Writer

The common thread among all losers across different and diverse business segments is one standout aspect - inability and/or unwillingness to disrupt one's own business success. They have been lulled into complacency with their seemingly monopolistic success built over a prior disruption.

Ullasa Bhat CEO - BUS Global Consulting

Only around 12% of firms who appeared in 1955 Fortune 500 list have survived in 2017 list. 88% of the companies from 1955 list have either gone bankrupt, merged with (or were acquired by) another firm, or they still exist but have fallen from the top Fortune 500 companies list.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

What are the winners telling us? 1. Only the paranoid survive. 2. Be agile 3. Keep your ear to the ground. 4. Don't get married to an idea or business model.

Jay D

What are losers telling us: 1. Don't try to fight change or disruption. 2. Don't deny. It is so tempting to simply tell yourself, 3. Be ready to take bold steps 4. Don't be afraid to reinvent yourself.

Jay D

Trends undergo changes, customers might strongly gravitate to new experiences when first introduced. But over time, they figure out their preferences. Disruption allows the customer to experiment with something new and decide if they want to keep the new or go back to the old or a combination.

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

Prevent complacency, instill a culture of constant learning and innovation by actively pursuing areas adjacent to core competencies.: - Define guardrails to unleash team potential - Observe, experiment and, integrate - Avoid legacy thinking -Instill a culture of learning and innovation

Rob Bickford COO, SVP, CIO and President

Acquire - For Walmart to grow their online business model and compete with Amazon they needed to self disrupt and had to acquire to make it happen. They identified future competition, looked at their own strengths/weaknesses, and reinvented though acquisition of jet.com and its visionary CEO

Laureen Schroeder Chief Marketing Officer

any reactive self disruptive actions can be easily copied by a competitor. Proactive disruptions based on very long term futuristic plannings (time horizon of 50-100 yrs) are very tough to copy in a mere one year or two years time line.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Leadership of the company who wants to get self disrupted should ask them selves periodic questions like: i. Who we are? ii. What are our purpose? iii. What are our business? Iv. Who are our customers? v. Who are our competitors? vi. What are our value delivery propositions?

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Internally-led disruption is challenging. Polaroid. knew it needed to disrupt itself and took many positive steps to disrupt. And yet, they went bankrupt. The biggest aspect was that their internal planned disruption was not "disruptive enough"

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

WHAT must a company do to be able to self-disrupt? # 1 :Company must be able to imagine a future where the current self does not exist. This is the most intrinsic need to be able to self-disrupt but at the same time, it can the most challenging act emotionally.

Ullasa Bhat CEO - BUS Global Consulting

To keep a culture of change and potential disruption it is beneficial to have an independent R&D department where a group of nerds can play around with ideas for new products, solutions and processes. Creative employees can show up with great new ideas, if given space to breathe,

Patrick Henz Head of GRC US, Regional Compliance Officer Americas, Futurist, Storyteller, AI.

The disruption of the organization requires personal disruptions of the group-members...Employees with a “private life” receive input from different settings. Inspirations and fresh ideas get back to the company and due to this, the employee gets more valuable for the organization.

Patrick Henz Head of GRC US, Regional Compliance Officer Americas, Futurist, Storyteller, AI.

A visionary leader is necessary. Self disruption is a top-down phenomenon as most successful self-disruptions can be traced to the very top. The self-disruptor-in-chief is a visionary leader who has both ability to foresee what market would need in future and the vision to bring disruption to life.

Ullasa Bhat CEO - BUS Global Consulting

3M have a policy aimed at replacing its products so that one third of all revenue is generated by products less than 5 years into the development cycle. Whilst this is not easy to control, it is a policy that allows you to let go.

Ian Gibson Professor at University of Twente

Fintech companies have been forced to disrupt themselves due to several factors. Increased Regulation Demographic changes Technologies rapid ascent The Financial Crisis

Rob Bickford COO, SVP, CIO and President

When is the exact time to kick start self disruption is the tipping point in winning and surviving disruptive waves. Most of the industry leaders fail to visualize the timing when they should launch their self disruptive initiatives.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

No CEO is incentivized to disrupt their business and jeopardize steady growth and predictable earnings. Until it is too late....It is only when sales are going down, earnings are missed, and competitors have already advanced that panic sets in and then everyone is talking about disruption.

Jay D

Self-disrupt NOW or Self-destruct later! The self-disruption crystal ball can be looked at in a few ways - 1) Life cycle 2) Obsolescence 3) First Mover IP 4) Competition

Ullasa Bhat CEO - BUS Global Consulting

If you are reacting to disruption, you are already too late.

Jay D

Accenture found 93% of Business Leaders know their industry will be disrupted at some point in the next 5 years, but only 20% feel they’re highly prepared to address it. There is high gap between sense of disruption and sense of urgency of having disruption strategy in place.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

...firms should develop a mechanism to continually capture data which may act as leading indicators for launching self disruption (proactive disruption)..

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Creating disruption strategy does not need to be over-complicated. Smart approaches define: - self awareness- how do we see ourselves? how we can disrupt ourselves? - market trends- what do customers want? how can we be better than others? - SWOT- what's needed to disrupt? work on economies of scale

Ullasa Bhat CEO - BUS Global Consulting

I prefer a proactive Self Disruption Strategic Framework developed and implemented for evidence based strategic planning and self disruptive strategies because I believe self disruption is a Blue Ocean Strategy exposing you to new sets of markets which are not even imagined by your competitors.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

CEO Commitment To Disruptive Change. Anything less than this means disruption is an exercise and not a core business attribute. Think Jobs or Musk.

Bill Roth Business Coach And Writer

Many companies don't have the visionary executives to organically build new products or business models. The average Csuite knows how to manage a stable business. Faster way to introduce disruptive options is to setup a small CFO acquisition fund to evaluate/acquire a few disruptive business models.

Falguni Desai Head of Digital Strategy & Transformation

Leadership in a disruptive environment is achieved by creating a vision before there is compelling evidence. Think Noah. Executing a disruptive vision before there is compelling consumer/voter demand is the leadership and marketing challenge facing every business in today’s Age of Disruption.

Bill Roth Business Coach And Writer

CMOs must take the role of a futurist to deliver the strategy and growth initiatives with the customer experience at the center, revenue as the end goal The disruptive growth team would completely depend on who could deliver the goal of increased ROI and a better customer experience.

Rob Bickford COO, SVP, CIO and President

Start with target customer and prospect interviews on the critical problems they urgently want to solve. Follow by identifying and analyzing customers or prospects who are best-in-class at solving these most pressing, relevant problems.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

"Think before you go!" Before creating a strategy where to go and how, I have to know exactly where I stand. This may require support by external market research agencies. I also need to know, where I want to be in future, This could be continuous evolution or a revolution (disruption).

Patrick Henz Head of GRC US, Regional Compliance Officer Americas, Futurist, Storyteller, AI.

Fund a Skunkworks team with a very specific mission to innovate, replicate, or expand offerings. Team should be selected for its robust complementary skills and high-energy entrepreneurial drive. I'd have the Skunkworks team report to a senior executive (COO or CEO).

Don Barefoot Principal/CEO of Integrity CEO Advisors

Get the Right People. In disruption strategy work less is more. All need to have great people skills/soft skills to elicit and communicate/debate ideas. Look for people with following experience types: financial/planning, marketing, product/design, technology, sales/communications, and project mgmt.

Falguni Desai Head of Digital Strategy & Transformation

...let the professionals handle this, find a great team of consultants and let them drive the process. A management consulting firm will definitely incorporate team input, but they are best equipped to carry the firm forward in the shortest possible timeframe and also bring external input.

Jay D

Set up a culture of innovation and change management plus: complete understanding of the business environment, an eye for innovation and competition, value management as it relates to business processes/customers/platforms, forward looking technological approaches for enabling efficiency.

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

Manage Internal Disruption. Work associates viewing disruption as a personal threat are saboteurs who create a us vs. them civil war within the organization. A culture supportive of disruptive change, enabled through an actionable HR plan, is the only way that disruption can be sustained

Bill Roth Business Coach And Writer

Defining new culture requires patience, sacrifice, boldness & vision. It requires passion of leaders to shine thru w/a clear desire for collective development & growth. Leaders must define & communicate common purpose aligned w/individual development goals complete w/a guarantee for future stability

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

'culture eats strategy for breakfast' (Drucker) So we have two big fights - first is external fight with disruptive market forces, second is internal fight with organization's culture and legacy. Most of the defeats happens in first fight due to internal culture, conflicts and politics.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Job one is to transform the culture from what it is to what it needs to be to outperform. The bad news is this is a multi-year process that requires the CEO’s close and constant attention. This is not something you can delegate to the health and happiness department.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

Unless a company's culture is inherently flawed or toxic, my recommendation is to build on it and strengthen it, not to view it as disposable even if there is a sense that "disruption" is becoming essential or even the norm. An organization's culture is its enduring promise/vision/values/purpose

Don Barefoot Principal/CEO of Integrity CEO Advisors

It's important to keep the evolving startup culture alive even if organization grows. F500 firms should keep its inside child alive even if it turns 50+. Keeping startup spirit alive even at an age of 50 is possible when Employees are turned into Entrepreneurs for a disruption ready organization.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

First, identify whether the entire company needs a culture change. Existing product lines are often responsible for the majority of revenue. Incremental innovation for existing product lines costs 80-85% of the company's budget and 15-20% is allocated for disruptive innovation.

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

Changing traditional to disruptive culture: 1. Understand what culture truly is 2. Promote upside, carefully manage downside 3. Purposefully develop/implement a marketing strategy of culture 4. Make sure behaviors of managers are consistent with the values 5 Ensure managers recognize employees

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Create a company culture where employees, leadership, and stakeholders benefit: . 1. Recognize Employee Progress & Accomplishments 2. Promote Work-Life Balance & Model It 3. Ask for Feedback & Do Something w/It 4. Offer Professional Learning Opportunities 5. Encourage Real Lunch Breaks

Rob Bickford COO, SVP, CIO and President

Best Buy CEO followed below seven rules for turnaround: -Challenge employees to step up -Improve profits without cutting jobs. -Encourage faster decision making. -Embrace the power of “and.” -Stay positive. -Hold workers accountable. -Spread bad news faster than good news.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

I look at firms with a strong corporate culture, like Apple or Google, and believe disruption would be something the culture itself drives and thrives upon. A strong corporate culture would be an incubator of sorts for disruption.

Rob Bickford COO, SVP, CIO and President

Zappos is good example a company who leads culture from the top and drove disruption in customer-centric terms. Zappos trains external companies on how to lead a "Zappos-Like" culture, if companies are willing to pay for and train their employees on culture, it must be an authentic & powerful one.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

Beauty accelerators aim to grow brands as quickly as possible thru a mentor-driven support culture. It’s win-win scenario involving collaboration and cross-pollination. Companies often take a equity stake in the startup, offer seed funding, and benefit from startup’s innovation &disruptive mindset.

Laureen Schroeder Chief Marketing Officer

Traditional organization cultures naturally encourage consistency and predictability. They create layers of bureaucracy to approve decisions to avoid risk taking. They are internally focused to improve efficiency and build a hyper competitive environment to increase productivity. 

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Disruptive cultures are passionate about being customer-centric, encourage creativity/innovation and reward intelligent risk taking. They develop agile leadership behaviors at all levels who build purposeful collaborative teams cutting across organizational boundaries to address new opportunities.  

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Type of corporate culture either drives disruption or doesn't. Process driven - Not support disruption Client focused - Best chance of disruption Sales/financially driven - Maybe if disruption drives financial performance Personality cult - Maybe if key people have a disruptive idea

Falguni Desai Head of Digital Strategy & Transformation

Large F500s cultures need to keep shifting as the company goes through different lifecycle stages. Cultures can value different things at different stages. Different types of leadership needs to be brought in to accommodate.

Falguni Desai Head of Digital Strategy & Transformation

Apple/Google get great press on culture since they enjoy once in a generation growth/proprietary protections for early entry companies. It'll be interesting to see how cultures stand up to future. Same story played out w/generational innovations like railroads, steel, oil, auto, aircraft, pharma.

Don Barefoot Principal/CEO of Integrity CEO Advisors

Culture and values really are what is practiced every day by even the lowest level employees. It doesn't matter what is on the website or annual report and speeches by leadership. And the workers take their cues from leaders.

Jay D

Futurists identify trends, technologies and processes that benefit or affect their firms, companies or industries. A futurist is not about predicting the future but, instead, planning for potential scenarios. They paint a picture of possibilities so the organization can expect the unexpected.

Rob Bickford COO, SVP, CIO and President

An important area to monitor is what is happening in academia. A lot of disruptive technology is being developed by PhD students as they seek to push boundaries of their own scientific discipline. I have worked with a partner called CamIn who have access to top scientific research universities

Nick Wilsher Future of Work Venture lead

Technology companies often use analyst forecasts to predict the size/growth of new markets or emerging technologies. Companies use the reports as "Credible & Independent" projections to justify going after new markets, ramping R&D spend, helping their customers justify purchases and secure funding.

Michael Phelan Start-Up CMO, Founder & Principal Go-to-Market Pros

Posted 1 day ago Everyone tries to protect their ideas and intellectual property by filing for new patents. Global patent filing trends can be monitored in current and adjacent business domains. This indicates who is looking at the disruption horizon and in what way.

Ullasa Bhat CEO - BUS Global Consulting

"Alternative data" is still fairly new and one of those cutting edge tools initially being used by Wall Street firms and Silicon Valley. Users are able to access multiple data sets to get a more holistic picture of disruption that is slowly brewing but no one yet knows about it.

Jay D

We all know it already about how Artificial Intelligence is disrupting or going to disrupt several businesses. An extension of that thought process will be to build upon AI and further leverage predictive capabilities of AI to predict disruptions.

Ullasa Bhat CEO - BUS Global Consulting

Tools for predicting disruption may not be easy to describe but a eye for disruptive patterns can be used early warning system.

Jacobs Edo Trusted Advisor | Enterprise & Solution Architect | Public Speaker | Author

Key steps in uncovering disruptions: Determine the extent of the disruption.  Figure out what the disruption will mean to your business. Dig deep into design thinking to satisfy customer.

Rob Bickford COO, SVP, CIO and President

Firms need to develop/evolve a prediction model framework to continually evaluate forces likely to break market equilibrium becoming tipping point for industry disruption. Leading Indicators/metrics may be bankruptcy rates, M&A transactions, technology investment, new business models.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Follow the Money - Today's disruption generally requires plenty of capital. One of the most consistent ways to predict disruption of a company or industry is to understand where new entrants to markets are focusing. I closely follow the Private Equity, Venture Capital and Angel Investing spaces.

Rob Bickford COO, SVP, CIO and President

Monitoring VC funding, grants and other capital raises is a great way to find disruptive trends. But, sometimes the data is too scattered to tabulate. For example news stories might be difficult to manually collate. Using visualization solutions for machine intelligence can make this easier.

Falguni Desai Head of Digital Strategy & Transformation

Quantitative is always better than qualitative.

Jay D

Governments and regulators have extreme influence on various industries disruptions and growth and can be tracked as leading indicators. Overnight decisions changing policies/regulations causes disruption for many established firms. One needs to monitor emerging regulatory policies globally.

Sumant Parimal Partner and Chief Analyst of '5 Jewels Research' at Innogress, Also Partner at Stark Consulting Services Inc.

Another great way to monitor what is happening in the space is to monitor grant funding. Government is the major source of funding for research as well as early stage startups. There are multiple government agencies that have different pots of money for grant funding.

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

An “outside-in” sensory approach was the best way to find weak signals that could disrupt markets. Studying political, economic, social and technology (PEST) trends at their earliest stages were the most valuable precursor to determine disruption.

Rob Bickford COO, SVP, CIO and President

Another helpful approach is to regularly (e.g., quarterly) engage a panel of known leading-edge target users to discuss their needs, product/industry trends, and the features, performance, and characteristics they expect from next generation solutions.

Don Barefoot Principal/CEO of Integrity CEO Advisors

I think the key identifier of disruption is customer dissatisfaction with current solution and existing unmet need. Most companies ignore this very basic premise of business. IF customers are unhappy, they're looking for alternatives. Product not do job Product too expensive Customer service is poor

Fehmida Kapadia Helping organizations adopt a customer-centric approach to manage their innovation and marketing strategy.

Some ways to monitor the market startup accelerators (usually they select disruptive startups w/good growth); crowdfunding campaigns (products with a lot of support); customers' requirements (search results, inquiries, product feedback); partners' requirements from customers; universities research.

Ricardo Santos CEO at Heptasense | Investor | Europe's 100 Hottest Startups by Wired