Advies over digitale disruptiestrategie

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. 

Disruptie wordt vaak gedefinieerd als “een verschuiving in relatieve winstgevendheid van het ene bedrijfsmodel naar het andere.” Hoewel dit de laatste tijd doorgaans wordt aangestuurd door technologie en digitale innovatie, is dit niet altijd het geval.

Digitale verstoring in mobiliteit en betalingen

Neem een van de grootste disruptieve succesverhalen van ons tijdperk: Uber. De technologie achter Uber was zelf niet disruptief. Elk stukje technologie dat hun product mogelijk maakte, zoals mobiele betalingen, GPS, etc., bestond al. Wat disruptief was aan Uber, was de manier waarop ze die technologie in een nieuw bedrijfsmodel gebruikten dat profiteerde van de opkomst van de gig economy.

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.

Als het gaat om digitale ontwrichting, leidt succes tot meer succes.

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.

Meer gebruikers trekken meer gebruikers aan, wat weer meer inkomsten oplevert.

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.  Om succesvol te zijn, moet je een kritische massa bereiken, een belangrijk volumeniveau.

Soms betekent verstoring dat je de tussenpersoon moet uitschakelen, maar niet altijd.

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.

Kijk terug voor ons volgende artikel over verstoring, “Strategie en Lean Leadership in Digitale Ontwrichting.”