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.
|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