デジタル破壊戦略コンサルティング

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. 

破壊的変化は、多くの場合、「あるビジネス モデルから別のビジネス モデルへの相対的な収益性の移行」と定義されます。最近では、これは通常、テクノロジーとデジタル イノベーションによって推進されていますが、常にそうであるとは限りません。

モビリティと決済におけるデジタル破壊

私たちの時代における最大の破壊的成功例の 1 つである Uber を例に挙げてみましょう。Uber の背後にあるテクノロジー自体は破壊的ではありませんでした。モバイル決済、GPS など、同社の製品を実現するテクノロジーはすべてすでに存在していました。Uber が破壊的だったのは、そのテクノロジーをギグ エコノミーの台頭を利用した新しいビジネス モデルに活用した点です。

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.

デジタルによる破壊的創造においては、成功はさらなる成功を生み出します。

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.

ユーザーが増えれば、さらに多くのユーザーを引き寄せ、より多くの収益をもたらします。

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.  成功するには、重要なレベルの量である臨界質量を獲得する必要があります。

混乱とは仲介業者を排除することを意味する場合もありますが、常にそうであるとは限りません。

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.

混乱に関する次の記事もご覧ください。 「デジタルディスラプションにおける戦略とリーンリーダーシップ」