Originally published on Feb 22, 2013
Outside of the tech industry, the word disruption generally has negative connotations associated with it.
Disruption might be feared, derided and in extreme cases even shunned.
But disruption (from a systems perspective) is a very rational and natural phenomenon. System, as in the system you cannot control. Something outside the confines of what you can control.
I say disruption is a natural occurrence for simple reasons. You work hard at creating something and it might end up disrupting something. In due course of time, someone else might create something better or something completely different. But that might end up disrupting your business cycles. And that is completely okay!
Keeping that into consideration, there is a specific and right way to stress out over what disruption can and cannot do to your model. And the right way to do that is to harness the forces of disruptions and get them to work for you. As in, built the disruptive methodologies and outcomes as part and parcel of your models and cycles. Whatever those cycles may be.
In a Utopian world we’d all be competing by trying to outperform each other. And by and large we’d be leveraging disruptive principles in order to achieve such goals. Maybe, in the existing dimension of space and time we tend to confuse one D word with another.
By the way, this here is a great read. And Clayton M. Christensen is a very intelligent man.