Patterns of Disruption

Patterns of DisruptionHere is an introduction to invaluable material provided by Deloitte’s Center for the Edge, affiliated with Deloitte University Press. To again full access to it, check out other resources, and sign up for email alerts, Please click here.

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Disruption: as a buzzword it gives “innovation” and “synergy” a run for the money. Yet it’s a rich concept: the dividing line between “before” and “after.” It can strike seemingly out of nowhere, but what if, instead, we could see disruption gathering like clouds on the horizon and identify whether it was a rain shower or a hurricane? What would we do differently?

Patterns of disruption: Anticipating disruptive strategies in a world of unicorns, black swans, and exponentials explores how disruption manifests in various conditions and how to recognize potential threats in your market before disaster strikes. Explore how new technologies and approaches can unseat incumbents and change the landscape of an entire market.

Want to dive deeper?

Take a closer look at three of the nine patterns below, and stay tuned for additional patterns being released in the coming months:

o Expand market reach: By making more products available to a larger audience, technologies are making it possible for organizations to fulfill the “long tail” of demand, disrupting incumbents that rely on high-volume sales of relatively few items.

o Distributed product development: Using collaboration and information-sharing technology, organizations can mobilize a multitude of third parties to help develop products and services, potentially leaving less-innovative competitors behind.

o Converge products: Making 1 + 1 > 2: “Bundling” functions from formerly distinct products into a single offering can give customers a more economical and convenient way to access those functions—which can disrupt those making and selling specialized products.
Disruption can be difficult to predict in a noisy world. By understanding patterns, you can start asking the right questions of your business and the world around you to make the unexpected expected and see the opportunity on the flip side of the threat.

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To learn more about all this, please click here.

Here are two of the most important thought leaders, co-founders of Deloitte Center for the Edge.

HagelsJohn Hagel III has more than 30 years experience as a management consultant, author, speaker and entrepreneur, and has helped companies improve their performance by reshaping business strategies and more effectively integrating them with operating, organizational and technology capabilities. John currently serves as co-chairman of the Silicon Valley-based Deloitte Center for the Edge, which conducts original research into emerging business opportunities that should be on the CEO’s agenda but are not as yet.

BrownJSJohn Seely Brown (JSB), co-chairman of the Deloitte Center for the Edge, is a prolific writer, speaker, and educator. In addition to his work with the Center for the Edge, JSB is advisor to the provost and a visiting scholar at the University of Southern California. This position followed a lengthy tenure at Xerox Corporation, where he served as chief scientist and director of the Xerox Palo Alto Research Center (PARC). JSB has published more than 100 papers in scientific journals and authored or co-authored seven books, including The Social Life of Information, The Only Sustainable Edge, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion, and, most recently, A New Culture of Learning.

 

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