Destructive Innovation First principle

In business? Want to subvert bat and other giants? Shh! Don't be so loud. Don't make a fuss about it.

You know, the first principle of disruptive innovation is: Don't talk about subversion!

Why is this so important? Why shouldn't you advertise your disruptive ideas to the world? Don't the media all like David vs Goliath, the seemingly Shing story?

Then I'll tell you why, in simple terms:

Dynasties, the best thing you can do if you want to take the incumbent down is to let the other person ignore your existence. So that you can calm down to the peace of mind in the case of no one to implement your plot, of course, the "conspiracy" here should be replaced by "product."

Here is the script you should be familiar with: "Boss, don't care about us, we are in the blind to engage in some artifice." We don't deserve your time and attention, you'd better spend your time on how to get and meet your high-quality users and how to raise your profits. ( In fact, this is basically the story of Clayton Christensen, the innovator's dilemma, if you haven't read the book, it's a good idea to put everything in your hands and study it right away ).

You should try to keep the incumbent rational, because if the other side is a prone to emotional fluctuations of the non-conventional card of the nerve knife, it is likely that the other side of the scent of any threat to their own breath, will bring you a catastrophe. Maybe the other party did not really can kill you, but in the process to let you biased body popular black and is inevitable. How can you concentrate on the creation of your subversive masterpiece when the other side is under siege and has 10 times times as much as your strength as stated in the Art of war?

Bottom-up subversion tends to be successful, and one of the key factors is that your product seems to have a clear weakness in the other side. Your product doesn't seem to meet the basic demands of the incumbent's user base, and it's easy to ignore it. You may want to start off with a retired nature of the disruptive features of your product, and the potential for Joan to swallow the incumbent's user base and market. But I advise you better not. It's like you're not on your feet and you're on the other side of the court to provoke. You should know that the incumbents who have home-court advantage are very good at playing such a game (it is possible that the rules of these games are invented by these incumbents). So your innovation should start with a simpler, cheaper, lighter, more niche place where incumbents blinkered.

If an existing product is already ingrained in the user's mind, then you should not try to build a better product on that basis. This is not something you should do, your goal should be to create a "good enough" product in a niche market where the big heads don't care. if the incumbent's key users don't do their best to tease you about the lack of functionality in the product you're building, then your product might not be destructive enough. at this point, you may need to read the "Innovator's Dilemma" again.

OK, so we can not always have chest hidden and the Choi, but only to install the grandson in the night alone in the light to observe the fantasy it? So when are we going to say that what we're doing is disruptive?

To put it this way, the perfect time should be when you're talking about it in the tense of the English past. For example: "We have overturned ...". Instead of doing it now: "We're subverting ...". To return to the full, the first selectable point of time is: When all the roadblocks are cleared, the trend has been more or less unavoidable.

If you haven't done that yet, keep your grandchildren in your head and work your way down.

Note: More articles please pay attention to the public number: Techgogogo or personal blog http://techgogogo.com. Of course, you are also very welcome to pick up directly (ZHUBAITIAN1). This paper is compiled from onstartups by Heaven Zhuhai Branch Rudder. Reproduced please consciously.

Destructive Innovation First principle