Can organisations disrupt and expand from their core to sustain their operations?

Christensen's concept of disruptive technology is enticing but is this notion – conceptual and financial – beyond the reach of many companies? Managing the risks is a reality, along with the necessary funds needed to enter new marketplaces. Zook suggests that nearby market opportunities adjacent to a strong core business offer one of the surest paths to new growth, whether industries are stable or changing rapidly. Companies that become practiced at finding a continued stream of adjacency moves – guided by the rules of disruptive technologies – may well find they are on the road to sustainable, solid growth while potentially causing a disruption in the market. This paper explores a way forward or shows methods for pushing out the boundaries of a company's core businesses and technologies in predictable, repeatable ways.