The 3 steps that companies may follow to cause a technology disruption

An analysis by the Russell Reynolds Associates indicates that only a 29% of business leaders seek to face the traditional approaches to cause disruption in their companies. Imagine that your business is inside of this percentage. What would happen if “out of the blue sky”, the competitor decrease the friction and cause a disruption in the market which unlock their products or services?

This is something that the organizations need to pay attention, and not only managers must to boost disruptive thoughts, also employees, especially those who work for the development of the technologic model which support a company.

We are still traditional!!!

It is surprising that many people still talk about technological disruption using the phrase “think big” as an example to generate added value to their products or services; they always tell us the same about it:

  • Do it cheaper.
  • Faster.
  • Better quality.
  • Build something that is more efficient.
  • Your product should be more durable than others.

Certainly they are ideas that can help us generate products and services that are better than those of the competition, but we continue to do the same as they do, we generate an added value with a model that could be copied by the competition.

Could the competition offer better prices or products made with better materials right now? Probably yes, but this happens since they follow a traditional model which they already know and for that reason they can replicate.

And if the goal is to build something that cannot be copied, you have to take advantage of those knowledge that the competition does not offer, as that will show you obstacles that not everyone is willing to challenge.

There are only three steps that separate you from the success caused by technological disruption.
It is not enough to say that we will do much more than our competition. But if we can say, “We will do it different” and for this we can follow three steps, which are:

#1 Break the Status Quo

The main reason why a company does not differentiate itself from its competition is thanks to the fact that the conventional is never questioned, and to end this paradigm, we can ask ourselves: Could I do this differently?
Imagine a few years ago how people could have access to some kind of transportation in the city faster and even cheaper, maybe you can lower prices sharing car, but if a person with a private car could be offered Voluntarily to take other people would be much cooler, in fact, it can be said that this may have been the birth of the concept of “carpooling”.

#2 Simplify

It simpler when we want to go buy books. Usually we follow a series of concise steps: we shower, we change clothes, we go to the street, we take a taxi, we arrive at the bookstore, we look at the bookshelf, we pay and we return home again Seem to be too many steps, right? This is usually called “friction points”.

To be able to break these points of friction, imagine how the product we offer or an improvement of the same could reduce these steps, to do this we can think that the search for part of the user is less expensive, and this is simpler something done differently would have been later or more expensive.

#3 Listen

Only when we are empathic, can we understand the greater frustration of other people. How can you understand the tedious part of finding accommodation when we travel to another city if we usually stay at home with our family members? Listening to the opinions of our users turns out to be truly beneficial for a company, since creating a new product and launching it on the market does not mean that we can understand the need (here is the importance of doing market validation).


Breaking the Status Quo, simplifying and listening, are two things anyone could do, if a company is someone who finds it easy to carry out these three things, could easily cause technological disruption and position the company to a new level in Where competitors cannot copy a model or at least find it very difficult.

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