disruptive technology case studies
DESCRIPTION
Examples of types of sustainable and disruptive technologyTRANSCRIPT
Lecture 4:
INNOVATION
& DISRUPTIVE TECHNOLOGY
BIT Team, SBMF, UTM, Sep 2014
Learning Outcomes
• Innovation
• Types of Technologies
• Sustaining Technology
• Disruptive Technology
• Disruptive Technologies
• Case Studies
“Technology is like a fish.
The longer it stays on the shelf, the less desirable it becomes”
~ Andrew Heller, CEO Heller Associates; lead IBM RS6000 team
Management Information Systems
ENVIRONMENTS AND ORGANIZATIONS HAVE A RECIPROCAL RELATIONSHIP
Environments shape what organizations can do, but organizations can influence their environments and decide to change environments altogether. Information technology plays a critical role in helping organizations perceive environmental change and in helping organizations act on their environment.
FIGURE
© Prentice Hall 2011 4
Discovery Invention Disclosure
Provisional Patent Decision
Technical Feasibility
Concept Investigation
Market Feasibility
Commercialization Decision
Prototype/ Application
Development
License Start-up
Acquisition
Market Launch
Bringing New Technology to Market
Patent Portfolio Management
Technological Change
Entrepreneur
Emerging Customer Segments
Unsatisfied Existing Needs
New Customer Needs
New Methods of Manufacture &
Distribution
Technological Change
Higher Productivity &
Economic Growth
Source: The New Environment for Tech Commercialization by Kathleen Allen Ph.D.
Technology Adoption Lifecycle Curve
The curve divided into 5 segment: Innovators, Early Adopters, Early Majority, Late Majority and lastly Laggards.
-The more mature the technology, the higher the user expectations. - Laggards : most difficult customers requiring the most resources
“Crossing the Chasm”, Geoff Moore
Factors Inhibiting Innovation • Organizations are designed to focus on and protect existing practices than pay attention to
developing new ideas.
• The more successful an organization the more difficult this is.
• Innovation transforms the structure and practices of an organization.
• The problem is creating an infrastructure conducive to innovation.
Source: Van De Ven, Andrew H. “Central Problems in the Management of Innovation”
Kinds of technologies • Sustaining technology gives the customer the same
that they already have and value, but with better attributes.
– Established firms often choose to develop sustaining
technologies, because it gives them guaranteed profits.
• Disruptive technology offers just another set of attributes, and may be even worse that mainstream technology, by the set of parameters, that customer values today. – Disruptive technologies usually are developed by entrant
companies aimed firstly on emerging markets.
Sustaining Technologies • Produces an improved product customers are eager to buy
• Sustaining technologies foster improved product performance.
– They can be discontinuous or radical, or they can be incremental
– Always improve performance of established products along dimensions valued by mainstream customers in major markets
• Organizational structures and resource allocation remain (relatively) unchanged
• Steady, linear improvement of existing technology
• Sustaining technologies – meet the needs of customers today and the ones who are paying
Sustaining Innovation
• “Doing it Better”
• Way For Products to Change
• Does Not Create New Growth
Disruptive Innovation
“… new organizations can use relatively simple, convenient, low-cost innovations to create growth and triumph over powerful incumbents…”
"Disruptive" does not have a negative connotation here but simply is descriptive of the type of change that results from the innovation.
Disruptive technology
• Disruptive technology is a term coined by Harvard Business School Professor Clayton to describe a new technology that unexpectedly displaces an established technology.
Disruption
- Is a process, not an event - What is disruptive for one organization
may be sustaining to another - Is not limited to technology - Can occur in any service market - A new way of doing things that initially
does not meet the needs of existing customers
Disruptive Innovation
• Innovative product or service initially underperforms established market
• Customers pay a premium for improvements
• Disruptive technologies often do not meet functional needs of high-end customers
• Overshot customers will pay premium for improvements
• Many no longer pay premium for improvements because of competition
• Organizations marketing to overshot customers are vulnerable to disruption
Disruptive Technologies – Technology that brings about sweeping change to
businesses, industries, markets
– Examples: personal computers, word processing software, the Internet, …
– First movers and fast followers
• First movers – inventors of disruptive technologies
• Fast followers – firms with the size and resources to capitalize on that technology
– come from innovators who keep improving the product performance till it comes "from below" and starts hurting the entrenched incumbents
• Introduction of completely new approaches that have the potential to create a new industry or transform an existing one, e.g
E-Business strategies
– Revolutionary – radical innovations
• digital photography, microbots, high-temperature superconductors
– Evolutionary – formed by the convergence of previously separate research areas • MRI imaging, faxing, electronic banking
Characteristics of Disruptive Technology
• Less profitable in the early years
• Need mass market acceptance to achieve full value
• Cheaper, smaller, simpler, more convenient
• Display poor performance
Disruptive Vs. Sustaining Technology
Challenges
Dilemmas of Disruptive Technology
performance demanded at the high end of the market
New performance trajectory
Disruptive technology
PER
FOR
MA
NC
E
TIME
performance demanded at the low end of the market or in a new emerging market
• The sustaining technologies are on the blue line e.g., incremental engineering advances that all good companies are able to grind out.
• The downward yellow arrow, a disruptive technology, is something that brings to the market a product or service that is not as good as what historically had been available, and therefore it can't be valued or used by customers in the mainstream of the market. Yet it takes root in a different application.
• The green line represents the new performance trajectory - it slopes upward faster than the sustaining technology and intersects with the customers needs and the mainstream.
• Well-established companies have problems dealing with disruptive technologies because they aren't prepared to handle the changes they bring on. – Christensen: "simple, convenient-to-use innovations that
initially are used by only unsophisticated customers at the low end of markets."
• Large companies tend not to pay attention to these disruptive technologies because they don't satisfy the demands of high-end users. – But because these radical innovations initially emerge in small
markets, they can, and often do, become full-blown competitors for already established products
– If a company is prepared to deal only with "sustaining technologies," or technologies that improve product performance, and not disruptive technologies, it can fail.
Disruptive Innovation
• Helps Create New Markets
• Disrupts an Existing Market and Value Network
– Can Take a Few Years or Even Decades
• Displaces an Earlier Technology
• Unpredictable
• Designed for a Different Set of Consumers in a New Market
• Lowers Prices in Existing Market
Principles of Disruptive Innovation
1. Companies depend on customers and investors for resources
2. Small markets don’t solve the growth needs of large companies
3. Markets that don’t exist can’t be analyzed
4. Technology supply may not equal market demand
Elements of Disruptive Innovation
SOURCE: Christensen et al (2009) p. xx
1. Determine whether the technology is disruptive or sustaining
2. Define strategic influence of disruptive
3. Locate the initial market for disruptive technology
4. House the disruptive technology in an independent entity –not worthwhile for established product
Managing Disruptive Technology
29
Breakthroughs needed
30
Breakthrough 1: From connectivity to take up
“A crucial condition for more economic growth
is a broad deployment and use of ICT by enterprises and public institutions. …
Special attention is needed for SMEs.”
31
Breakthrough 2: Standardise ICT
to trigger and enable new business
“Standardization is a prerequisite
for a broad deployment and use of ICT,
and will trigger and enable new business.
Pan-European interoperable solutions
for electronic authentication,
electronic payments, etc. …
are needed to boost innovation and
economic growth significantly.”
32
Breakthrough 3: Accelerate the introduction of
disruptive technologies “The speed
with which new technologies
are accepted and put to work
has a serious impact on economic growth.
The EU needs to play a key role
by accelerating the introduction
of new (disruptive) technologies,
like smart tags (RFID) and Voice-over IP.”
33
Breakthrough 5: Global platform leadership
in the ICT industry
“An excellent and competitive
European ICT industry is a crucial condition for economic growth and employment. The EU needs to define a
strategy
towards global leadership in specific areas,
for example by stimulating
a (new) European standards policy
(in cooperation with the market)
and making an explicit choice for e.g.
the future of 3G mobile telecom in Europe.”
34
Breakthrough 5: Global platform leadership
in the ICT industry
• Mobile and wireless
• Web services
• Service Oriented Architectures (SOA)
• Example: EU Grid computing initiative “Europe must think of a fruitful environment for the
ICT sector or certain segments of the sector to flourish. This has to be supported by a proactive
industry policy, but we need to refrain from protectionist policies”
35
Breakthrough 7: Remove barriers for the development of an
innovating European electronic communications sector
“The electronic communications sector
is a proven source
for economic growth and employment.
The EU needs to anticipate
in an early stage
the barriers for investments
In next generation networks”
36
Breakthrough 8: Move to a new and flexible
model of spectrum allocation
“Spectrum is a major battlefield for innovation and new business.
Modernization of spectrum policies will have a large economic impact. Therefore,
we urgently need to make
The spectrum allocation model flexible”
Harnessing Disruptive Innovation
• Can be a good thing for organisations
• Organisations to recognise it as:
–As source of advancement
–A potential threat
Barriers to Disruptive Technologies
1. Strategic importance of disruptive innovation is not understood
2. Inability to generate disruptive concepts
3. in approriate funding
4. Product development routine for continuous innovation
12 Economically Disruptive Technologies
Mobile Internet
• Increasingly inexpensive and capable mobile computing devices and Internet connectivity
• The mobile Internet has applications across businesses and the public sector, enabling more efficient delivery of many services and creating opportunities to increase workforce productivity.
Automation of knowledge work • Intelligent software systems that can perform
knowledge work tasks involving unstructured commands and subtle judgments such as AI, Expert Systems, KMS
• This opens up possibilities for sweeping change in how knowledge work is organized and performed.
• Sophisticated analytics tools can be used to augment the talents of highly skilled employees,
• As more knowledge worker tasks can be done by machine, it is also possible that some types of jobs could become fully automated.
The Internet of Things
• Networks of low-cost sensors and actuators for data collection, monitoring, decision making, and process optimization
• The Internet of Things allows businesses and public-sector organizations to manage assets, optimize performance, and create new business models.
Cloud technology • Use of computer hardware and software resources delivered
over a network or the Internet, often as a service
• With cloud technology, any computer application or service can be delivered over a network or the Internet, with minimal or no local software or processing power required.
• The cloud is enabling the explosive growth of Internet-based services, from search to streaming media to offline storage of personal data AND the background processing capabilities that enable mobile Internet devices to do things like respond to spoken commands to ask for directions.
• The cloud can enable entirely new business models, including all kinds of pay-as-you-go service models.
Advanced robotics
• Increasingly capable robots with enhanced senses, dexterity, and intelligence used to automate tasks or augment humans
• More advanced robots are gaining enhanced senses, dexterity, and intelligence, thanks to accelerating advancements in machine vision, artificial intelligence, machine-to-machine communication, sensors, and actuators industry.
Autonomous and near-autonomous vehicles
• Vehicles that can navigate and operate with reduced or no human intervention
• The potential benefits of autonomous cars and trucks include increased safety
• more leisure or work time for motorists (with hands-off driving), and increased productivity in the industry.
Next-generation genomics • Fast, low-cost gene sequencing, advanced big data
analytics, and synthetic biology (“writing” DNA)
• Next-generation genomics marries advances in the science of sequencing and modifying genetic material with the latest big data analytics capabilities industry and error.
• The next step is synthetic biology—the ability to precisely customize organisms by “writing” DNA.
• These advances in the power and availability of genetic science could have profound impact on medicine, agriculture, and even the production of high-value substances such as biofuels—as well as speed up the process of industry.
Energy storage • Devices or systems that store energy for later use, including
batteries
• Energy storage technology includes batteries and other systems that store energy for later use.
• Advances in energy storage technology could make electric vehicles (hybrids, plug-in hybrids, and all-electrics) cost competitive with vehicles based on internal-combustion engines.
• Advanced battery storage systems can help with the integration of solar and wind power, improve quality by controlling frequency variations, handle peak loads, and reduce costs by enabling utilities to postpone infrastructure expansion.
3D printing • Additive manufacturing techniques to create
objects by printing layers of material based on digital models
• With 3D printing, an idea can go directly from a 3D design file to a finished part or product, potentially skipping many traditional manufacturing steps.
• 3D printing can also reduce the amount of material wasted in manufacturing and create objects that are difficult or impossible to produce with traditional techniques.
Advanced materials
• Materials designed to have superior characteristics (e.g., strength, weight, conductivity) or functionality
• Nanomaterials in particular stand out in terms of their high rate of improvement, broad potential applicability, and long-term potential to drive massive economic impact.
• At nanoscale (less than 100 nanometers), ordinary substances take on new properties—greater reactivity, unusual electrical properties, enormous strength per unit of weight—that can enable new types of medicine, super-slick coatings, stronger composites, and other improvements.
Advanced oil and gas exploration and recovery
• Exploration and recovery techniques that make extraction of unconventional oil and gas economical
• The ability to extract so-called unconventional oil and gas reserves from shale rock formations is a technology revolution that has been gathering force for nearly 4 decades.
• The combination of horizontal drilling and hydraulic fracturing makes it possible to reach oil and gas deposits that were known to exist in the US and other places but that were not economically accessible by conventional drilling methods.
Renewable energy
• Generation of electricity from renewable sources with reduced harmful climate impact
• Renewable energy sources such as solar, wind, hydro-electric, and ocean wave hold the promise of an endless source of power without stripping resources, contributing to climate change, or worrying about competition for fossil fuels.
CASES
The Internet
Management Information Systems
• The Internet’s impact on competitive advantage
– Transformation, destruction, threat to some industries
• E.g. travel agency, printed encyclopedia, newspaper
– Competitive forces still at work, but rivalry more intense
– Universal standards allow new rivals, entrants to market
– New opportunities for building brands and loyal customer bases
© Prentice Hall 2011 60
The Internet & WWW The Ultimate Business Disruptors
• One of the biggest forces changing business is the Internet – A massive network that connects computers all over the world and allows them to communicate with one another
• Organizations must be able to transform as markets, economic environments, and technologies change
• Focusing on the unexpected allows an organization to capitalize on the opportunity for new business growth from a disruptive technology
Reasons for Growth of the WWW
– Microcomputer revolution
– Advancements in networking
– Easy browser software
– Speed, convenience, and low cost of email
– Web pages easy to create and flexible
WEB 1.0 – THE CATALYST FOR EBUSINESS
• Web 1.0 – A term to refer to the WWW during its first few years of operation between 1991 and 2003
• Ecommerce – Buying and selling of goods and services over the Internet
• Ebusiness – Includes ecommerce along with all activities related to internal and external business operations
Ecommerce Strategies • Brick-and-mortar
• Traditional, physical companies
• Click-only (“virtual”) companies • Online only
• Click-and-mortar (or “Brick & Click”) • Both physical and virtual
– Challenge: increased IS complexity
WEB 1.0 – THE CATALYST FOR EBUSINESS
• The Internet has had an impact on almost every industry including
– Travel
– Entertainment
– Electronics
– Financial services
– Retail
– Automobiles
– Education and training
• The Internet’s impact on information
– Easy to compile
– Increased richness
– Increased reach
– Improved content
Advantages Of Ebusiness
Ebusiness Models
WEB 2.0: ADVANTAGES OF BUSINESS 2.0
• Web 2.0 – The next generation of Internet use – a more mature, distinctive communications platform characterized by 3 qualities
– Collaboration
– Sharing
– Free
Characteristics of Business 2.0
c Content sharing through open sourcing User-contributed content Collaboration inside the organization Collaboration outside the organization
Collaboration Inside The Organization
• Collaboration system – Set of tools that supports the work of teams or groups by facilitating the sharing and flow of information
• Collective intelligence – Collaborating and tapping into the core knowledge of all employees, partners, and customers
• Knowledge management - Involves capturing, classifying, evaluating, retrieving, and sharing information assets in a way that provides context for effective decisions and actions
WEB 3.0 The Next Generation
• Web 3.0 – Based on “intelligent” Web applications using natural language processing, machine-based learning and reasoning, and intelligence applications
• Semantic Web – A component of Web 2.0 that describes things in a way that computers can understand
• Integration of legacy devices, open technologies for integration, worldwide online database …
Group Working Session
1. Evaluate the impact of the iPad using Porter’s competitive forces model.
2. What makes the iPad a disruptive technology? Who are likely to be the winners and losers if the iPad becomes a hit? Why?
3. What effects will the iPad have on the business models of Apple, content creators, and distributors?
IS THE IPAD A DISRUPTIVE TECHNOLOGY?
References • Clayton Christensen’s Book, The Innovator’s Dilemma
• Laudon, Management Information Systems, Chapter 3 – IS, Organisations and Strategy © Prentice Hall
2011
• Dr. Timothy Bishop, “You don’t know when the transition period will start. The idea is to
understand that it will…and become prepared for it”, Future Studies, University of Houston
• Information systems for Business, Lecture 6, http://www.csun.edu/
• Nirvikar Singh, The Innovator’s Dilemma Revisited, Professor of Economics, University of California,
Santa Cruz, Management of Technology Seminar, November 5, 2003
• Technology and Innovation: The Librarian's Dilemma, Eric Schnell Associate Professor
Head, Information Technology, Prior Health Sciences Library, http://ericschnell.blogspot.com
• Summary of “Disruptive Technologies: Catching the Wave” (by Joseph L. Bower and Clayton M.
Christensen), by Maria Teplykh and Tatyana Mikhailova
• E-Teams for Commercialization Success, Marshall School of Business , School of Engineering , Keck
School of Medicine
• Kathleen Allen, [email protected] www.usc.edu/techalliance
• The role of standards in the EU ICT (Information and Communications Technologies) agenda
• McKinsey Global Institute, Disruptive technologies: Advances that will transform life, business, and the global economy,
May 2013