Your recent book “The Disruption Dilemma” examines how disruption can destroy even the best managed corporations. The case studies in your book – the mobile phone industry disrupted by Apple, Blockbuster’s store-based video business disrupted Netflix – show that disruption is not a single phenomenon, and that there’s no single strategy for dealing with it. The case studies involving Fujifilm and Canon show that not all firms need to end up like Blockbuster. The main challenge, however, is that a disruptive product may initially be of inferior quality to existing products, making it difficult for an established firm to offer the disruptive product to its customers. This leads to a dilemma for incumbent firms, and to opportunities for outsiders.
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