It is open-minded: Disruptive thinkers are willing to consider new and unconventional ideas, even if they go against the norm.

Not at all! As it happens, inspiration is everywhere, and sometimes the best ideas are out there. Aberdeen University states, " You can learn from a model being used in a different industry, and in some cases transplanting that idea into your own can be disruptive." Hence, get inspired by others and be original in adapting the model to you and making it your own.

How ready are you to fail and to manage your fear of failing?

Zeleny, Milan (2006). "Knowledge-information autopoietic cycle: towards the wisdom systems". International Journal of Management and Decision Making. 7 (1): P 3–18. CiteSeerX 10.1.1.334.3208. doi: 10.1504/IJMDM.2006.008168. Zeleny, Milan (January 2009). "Technology and High Technology: Support Net and Barriers to Innovation". Advanced Management Systems. 01 (1): P 8–21. But what is disruptive thinking, exactly? How does it help organisations drive change and stay competitive? Is there a risk of being too disruptive? And where do we start, if we want to try thinking in a totally different way? Heywang, W.; Zaininger, K.H. (2013). "2.2. Early history". Silicon: Evolution and Future of a Technology. Springer Science & Business Media. pp.26–28. ISBN 9783662098974. Sadiq, Fawad; Hussain, Tasweer; Naseem, Afshan; Mirza, Muhammad Zeeshan; Syed, Ahsan Ali (2021-03-10). "The pursuit of disruptive innovations by middle managers: effects of the firm's customer orientation and mastery achievement goals". Review of Managerial Science. 16 (2): 551–581. doi: 10.1007/s11846-021-00456-x. ISSN 1863-6691. S2CID 233686783.

Today we’re going to explore how disruptors think, look at inspiration from brands who epitomize disruptive thinking, examine why measurement is essential along the way, and share some tips for growing your business accordingly. Cooper, Arnold; Schendel, Dan (February 1976). "Strategic Responses to Technological Threats". Business Horizons. 19 (1): 61–69. doi: 10.1016/0007-6813(76)90024-0. Sadiq, Fawad; Hussain, Tasweer (2018-12-10). "Exploring the Role of Managers in Nurturing Disruptive Innovations" (PDF). Business & Economic Review. 10 (4): 103–120. doi: 10.22547/BER/10.4.5. a b Christensen 1997, p.xviii. Christensen describes as "revolutionary" innovations as "discontinuous" "sustaining innovations". Bower, Joseph L.; Christensen, Clayton M. (January 1995). "Disruptive Technologies: Catching the Wave". Harvard Business Review. Harvard Business Publishing . Retrieved September 14, 2023.

Entrepreneur Chris Dixon cited the theory for the idea that "the next big thing always starts out being dismissed as a 'toy'." [20] Theory [ edit ] Daniele Archibugi, Blade Runner Economics: Will Innovation Lead the Economic Recovery?, Social Science Research Network, January 29, 2015.

Bower, Joseph L. & Christensen, Clayton M. (1995). The concept of new technologies leading to wholesale economic change is an older idea; Joseph Schumpeter adapted the idea of creative destruction from Karl Marx. Schumpeter (1949) in one of his examples used "the railroadization of the Middle West as it was initiated by the Illinois Central". He wrote, "The Illinois Central not only meant very good business whilst it was built and whilst new cities were built around it and land was cultivated, but it spelled the death sentence for the [old] agriculture of the West."Disruptive Technologies: Catching the Wave" Harvard Business Review, January–February 1995 CRT sets were very heavy, and the size and weight of the tube limited the maximum screen size to about 38 inches; in contrast, LCD and other flat-panel TVs are available in 40", 50", 60" and even bigger sizes, all of which weigh much less than a CRT set. CRT technologies did improve in the late 1990s with advances like true-flat panels and digital controls; these updates were not enough to prevent CRTs from being displaced by flat-panel LCD displays. Uber is not an example of disruption because it did not originate in a low-end or new market footholds. [17] One of the conditions for the business to be considered disruptive according to Clayton M. Christensen is that the business should originate on a) low-end or b) new-market footholds. Instead, Uber was launched in San Francisco, a large urban city with an established taxi service and did not target low-end customers or created a new market (from the consumer perspective). In contrast, UberSELECT, an option that provides luxurious cars such as limousine at a discounted price, is an example of disruption innovation because it originates from low-end customers segment - customers who would not have entered the traditional luxurious market.

Marketing

Johnson, Mark, Christensen, Clayton, et al., 2008, "Reinventing Your Business Model, Harvard Business Review, December 2008.

This section needs additional citations for verification. Please help improve this article by adding citations to reliable sourcesin this section. Unsourced material may be challenged and removed. ( March 2010) ( Learn how and when to remove this template message) In the technology mudslide hypothesis, Christensen differentiated disruptive innovation from sustaining innovation. He explained that the latter's goal is to improve existing product performance. [21] On the other hand, he defines a disruptive innovation as a product or service designed for a new set of customers.Smartphones were both a revolutionary (in the mobile phone industry) and disruptive innovation (displacing PDAs) as they were: generally more capable than earlier types of mobile phones, introduced and popularized entirely new services/markets that were exclusive to smartphones, had a secondary function as a PDA, and could leverage existing cellular data services and increased computing power to connect to and use the internet to a greater extent than that of a typical PDA (which were usually reliant on Wi-Fi and retained limited computing power).