Abstract
History has repeatedly shown that DTs offer incumbent enterprises opportunities to strengthen and penetrate their market position whilst providing new product/market combinations to emerging enterprises. As business models based on sustaining innovations do not tend to create new growth platforms, a firm wishing to make the strategic choice to shape an innovation into a disruptive growth business should enter new markets with a strategy based around disruption, commercialising products with lower performance, less functionality, and lower prices. This paper identifies more constructive ways of utilising DTs, both in large and medium-sized organisations, and attempts to show how DT can become, if properly managed, a capability-enhancing strategic asset with a potential to create an improved business model.
| Original language | English |
|---|---|
| Pages (from-to) | 422-424 |
| Number of pages | 3 |
| Journal | Proceedings of the Thirty-Fourth Annual Meeting of the Western Decision Sciences Institute (WDSI) |
| Publication status | Published - 2005 |
| Event | Annual Meeting of the Western Decision Sciences Institute (34th : 2005) - Vancouver, Canada Duration: 22 Mar 2005 → 26 Mar 2005 |
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Skytta, H., Harrison, N., Liew, J., Moore, S., & Ung, M. (2005). Industries shaken - not stirred: optimising disruptive technologies. Proceedings of the Thirty-Fourth Annual Meeting of the Western Decision Sciences Institute (WDSI), 422-424.