Consultoria em Estratégia de Disrupção Digital

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. 

A disrupção é frequentemente definida como “uma mudança na rentabilidade relativa de um modelo de negócio para outro”. Embora recentemente isto tenha sido tipicamente impulsionado pela tecnologia e pela inovação digital, nem sempre é esse o caso.

Disrupção digital na mobilidade e nos pagamentos

Vejamos uma das maiores histórias de sucesso disruptivo da nossa era: Uber. A tecnologia por trás do Uber não era disruptiva em si. Cada peça de tecnologia que possibilitava seu produto – pagamentos móveis, GPS, etc. – já existia. O que foi perturbador na Uber foi a forma como alavancaram essa tecnologia num novo modelo de negócio que tirou partido do aumento da 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.

Quando se trata de disrupção digital, o sucesso gera mais sucesso.

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.

Mais usuários atraem mais usuários, o que atrai mais receita.

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.  Para ter sucesso, você precisa obter uma massa crítica, um nível chave de volume.

Às vezes, perturbar significa eliminar o intermediário, mas nem sempre.

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.

Volte para nosso próximo artigo sobre interrupção, “Estratégia e Liderança Lean na Disrupção Digital.”