In my experience, very seldom a disruptive idea is embraced, most of the time there is lots of resistance.

Chasing a new idea is risky and many in any company are invested in the existing business model and existing way of working.

Going after, even in parallel, a new idea that has the potential to disrupt (you don't know in advance if it's going to work), needs support from the shopfloor to the top management.

There's a lot of internal lobbying necessary to get sufficient support to implement it. Also because often disruption is years in the making, contrary to popular belief that simply launching a new app will be do the trick

Anvesha,
All companies have a culture. Some are fast paced and accepting of new ideas, some are slower moving and questioning/skeptical of new ideas. To say the company "has to embrace" a disruptive idea does not take into account how accepting the company is to change in the fist place. Your style, may be enthusiastic, quick paced and readilly accepting making disruptive change no big deal for you. However, for those who are data driven, cautious, and accuracy focused, disruptive change is a much bigger stretch for them.

Understanding your companies culture is much more important when building the strategy of implementing disruptive change. It can be done in all cultures, but it can not be successful if it is forced upon those who need a better understanding of the "Why" we need to change.

How organizations successfully get this done is to address the "needs" of each personality style within the business culture and give the appropriate information, in the appropriate format to gain buy in. For example, some people can attend a company rally and get all the information they need verbally to get on board. Others will need an explanitory email prior to the rally to provide context to what is about to happen, and a follow-up email to explain or solicit details from the team member to gain their buy in. Again, it all comes back to culture and understanding how to best communicate to all team members.

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