Many companies are proud to think of themselves as innovative. Most of them, however, have extensive experience in the production of only the maintenance of innovations - products or services that meet the requirements of existing customers in established markets. Few companies have introduced truly disruptive innovation, those that lead to the creation of entirely new markets and business models. And yet, the motivation to carry out such innovations must be relevant. In virtually every industry, the most dramatic stories of growth and success started with a disruptive innovation platform. Clayton M. Christensen of Harvard Business School, Mark W. Johnson, Innosight in Woburn, Massachusetts, and Darrell K. Rigby of Bain & Co. are close observers of innovation success and failure at large and small companies. Based on the cost of decades of research, they offer two sets of litmus tests that senior managers can use to create business plans, to improve their chances of success. After a detailed study of a litmus test, they test their ideas in the hypothetical case that asks whether Xerox could disrupt inkjet printer Hewlett-Packard business. They conclude by outlining the process for any company to initiate, if he wanted to create an engine capable of building new disruptive business again and again. If senior managers to follow the path outlined here - and if the growth of the business, or they start to get a truly devastating in nature - it will be less difficult and risky than many expected to create a wave after wave of new corporate growth "Hide <. br /> by Clayton M. Christensen, Mark W. Johnson, Darrell K. Rigby Source: MIT Sloan Management Review 12 pages. Publication Date: April 1, 2002. Prod. #: SMR078-PDF-ENG
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