Special Interest: TRANSRUPTION: Disruptor Startup Strategy (in German)

The word “disrupt” has evolved to represent any form of ambitious startup. The belief that being a disruptor is the greatest way to success is almost cult-like – see, for example, the annual TechCrunch Disrupt conference. However, much disruption research has focused on the disrupted – why firms that seem to be at the top of their game suddenly find themselves in trouble. In summary, industry leaders are susceptible to disruption when they are unable to identify or react to the mismatch between what they are giving and what current or future consumers genuinely want because they are entrenched in their successful business model. A new technical opportunity is nearly always the catalyst for upheaval.

But, even if an industry’s market leaders are hampered in seizing new possibilities, can we assume that others, particularly young entrepreneurs, would be able to do so? Should they, even if they are able to exploit such opportunities? Disruption is something you may choose to do. However, it is merely one of several potential solutions available to businesses. Rather than blindly following the route of a would-be disruptor, new entrepreneurial businesses should and should weigh the benefits and drawbacks of disruption vs alternative techniques. As a result, they may choose a strategy that is appropriate for that business, in that market, at that moment, and learn as the firm commercializes its concept. Is it better to disrupt or not to disturb? That is a really significant question. Here’s how to think about it.