Strategieberatung für digitale Disruption

Digital technology is continuing to advance at a rapid pace, presenting opportunities and threat in equal measure to companies in almost every sector.

From advanced smartphones connecting everyone at every time, to Cloud Computing offering unprecedented processing power and data storage for low prices, there is no denying the power of digital technology. Still, many companies and many executives are in denial, thinking that somehow they are immune to these powerful disruptive forces. Make no mistake; no one is immune. All industries can fall prey to commoditization and obsolescence.  And no one is moving fast enough to outpace threats and take advantage of opportunities. 

Disruption wird oft definiert als „Verschiebung der relativen Profitabilität von einem Geschäftsmodell zu einem anderen“. Während diese Disruption in letzter Zeit typischerweise durch Technologie und digitale Innovation vorangetrieben wurde, ist dies nicht immer der Fall.

Digitale Disruption in Mobilität und Zahlungsverkehr

Nehmen wir eine der größten disruptiven Erfolgsgeschichten unserer Zeit: Uber. Die Technologie hinter Uber war selbst nicht disruptiv. Jede Technologie, die ihr Produkt ermöglichte – mobile Zahlungen, GPS usw. – existierte bereits. Disruptiv an Uber war die Art und Weise, wie sie diese Technologie in ein neues Geschäftsmodell einsetzten, das vom Aufstieg der Gig Economy profitierte.

According to Bill Gates, we have a tendency to overestimate the amount of change that is possible on a 2 year time frame, and greatly underestimate the amount of change possible over a 10 year time frame. Successfully navigating disruption requires a balance. It requires a balance of short and long-term thinking, and a balance of reactive and proactive action.

Wenn es um digitale Disruption geht, führt Erfolg zu weiterem Erfolg.

This success is characterized by Positive Feedback Loops, Zero Marginal Cost or significant Economies of Scale.  Take social media as an example. The more users there are on a platform, the more revenue that platform can generate through advertising. Additionally, the more users there are on a platform, the more likely others are to join.

Mehr Benutzer ziehen mehr Benutzer an, was wiederum zu höheren Einnahmen führt.

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.  Um erfolgreich zu sein, müssen Sie eine kritische Masse, ein bestimmtes Volumenniveau erreichen.

Manchmal bedeutet Unterbrechung, dass der Mittelsmann ausgeschaltet werden muss, aber nicht immer.

In some cases, cutting out the middleman doesn’t work at all. For example, Massive Open Online Courses (MOOCs) weren’t successful when they tried to cut out the “middlemen” of universities. However, companies like Coursera successfully partnered with the universities to provide a disruptive service in education.

Examples of Digital Disruption are everywhere, in any industry you can think of, and everyone from New York City to Silicon Valley is talking about it. In a business context, the term has become so prolific since Clayton Christensen first introduced it in 1995 that many have complained that is has transformed from a revolutionary concept into an empty buzzword. While the word might have become a bit overused, the idea of disruption—as well as the dual threat and opportunity it provides, is bigger today than ever.

Schauen Sie wieder vorbei, um unseren nächsten Artikel über Störungen zu lesen. „Strategie und Lean Leadership bei digitaler Disruption.“