The Miseducation Of Disruption

Remember that children’s game telephone? It was definitely entertaining. Usually what would happen is, after the secret message was whispered from one person to the next, at the end, it would either be a garbled mess or be transformed into something different. In either case, everyone would have a great laugh.

Like in the game telephone, Christensen’s theory of Disruptive Innovation has been retold in various ways while passed from one person to the next. But unlike the children’s game, it’s also being told by a lot of different people in a lot of different ways, all at once. And at the end, the garbled interpretation it’s often turned into, is missing important pieces.

Whenever a new way of thinking grabs the collective attention of entire industries, it’s message is usually splintered and reinterpreted. That happens because some instantly identify with the message, while others instantly dismiss it. But most only hear bits and pieces, and then go on to remember some parts and forget others. When discussing Christensen’s theory of Disruption, before anyone either promotes or attacks it, it’s important to take a step back and be reminded of what what makes disruption unique.

Disruptive Innovation is powerful because at it’s heart, it’s about consumption.

When a product’s rate of improvement takes it to a place where it’s over-delivering to customers: we’re talking about a product which offers more than it’s customers’ want to consume. When an organization chooses to focus on making more money by selling more refined products to higher paying customers: we are talking about a focus on existing consumption and a disinterest in those who want to consume but are unable or lack the motivation.

Disruption isn’t when McDonalds offers a cheaper hamburger. It’s not when GE makes a longer lasting light bulb. Disruption happens when a product enables consumption where it didn’t exist before or when less demanding customers switch, en masse, to a simpler solution.

Any discussion either endorsing or criticizing Christensen’s theory of Disruptive Innovation absolutely must also include a discussion of consumption. If it doesn’t, then it’s just propagating the miseducation of disruption: just like those garbled messages children whisper into each other’s ears.

When used correctly, Disruption a powerful tool. Product designers can use it as a guiding light to stay focused on serving a customer’s job to be done. For incumbents, it’s a shield business managers can use to defend against ambitious competition. For innovators, it’s a key which can unlock business opportunities and create markets.