, , alvertisjo@epu.ntua.gr ,

2015-2016

Location, Date

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2

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2.

3.

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Everett Rogers, Diffusion of Innovations

(invention)

(Webster)

,

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Dvorak Keyboard

QWERTYKeyboard

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(disruptive) , .

. .

Clayton M. Christensen

1. 2.

iPhone as an example of this type of disruption. By building an

entirely new market that connected app developers with iPhone

owners, Apple built a platform that disrupted the smartphone

industry.

Christensen told Bloomberg Businessweek that the prediction of

the theory would be that Apple wont succeed with the iPhone,

adding, History speaks pretty loudly on that.

2015

2007

http://www.bloomberg.com/bw/stories/2007-06-15/clayton-christensens-innovation-brainbusinessweek-business-news-stock-market-and-financial-advice

http://techcrunch.com/2016/02/27/why-clayton-christensen-is-wrong-about-uber-and-disruptive-innovation/

http://fortune.com/2015/11/17/uber-disruption-christensen/

Vs

http://techcrunch.com/2016/02/27/why-clayton-christensen-is-wrong-about-uber-and-disruptive-innovation/http://fortune.com/2015/11/17/uber-disruption-christensen/

Today, disruption is used to justify any

and every innovation coming out of the tech

sector.

In order for a business to be disruptive, it must gain a foothold in a low-end market that had been ignored by the incumbent in favor of more profitable customers. Otherwise, the disruptor must create an entirely new market, turning non-customers into customers. Uber doesnt fit into either of those boxes: it targets people who already use taxi services, and it doesnt provide a particularly lower-end or cheap experience.

Vs

The second quality of a disruptor where Uber falls short, according to Christensen, is that a truly disruptive business begins with low-quality offerings, then eventually captures the mainstream market by improving quality.

Uber started in black cabs before adding UberX and disrupting the taxi market. [] allows anyone with a car and a license to drive a car for hire. It unlocked an entirely new source of supply that created a new market within for-hire transportation. It also brought into the market many consumers who wouldnt regularly use traditional taxis.

There are many more examples, including Airbnb, Alibaba, Etsy, Facebook, Google, Instagram, Pinterest, WeChat and YouTube.

UberX wasnt initially very competitive with taxis for most passengers. UberXcost more than a taxi and took a long time to arrive, and drivers werent required to have extensive knowledge of how to navigate the city.

Facebook 2005

Facebook 2013

Google

(USD)

Facebook 2007

McDonalds

Human Genome Sequencing

Startup

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(.. /) (.. ) (.. )

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Vs

(radical)

Kodak vs Fujifilm

Vs

(Incremental)

Vs

(component/modular)

Vs

& 1.

2.

1. E-Banking

2. iPhone- smartphone

1. e-banking

2.

1. M-Banking

2. , iPhone 2G vs 3G

.

.

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Abernathy, W. and Utterback, J. (1978) the dominant design

Closed Vs Open Innovation

Closed Vs Open Innovation

P&G: Connect+Develop

Open Source Projects (in #)

Reverse Innovation

Clusters & Systems

The collaborative innovation government-led technology alliance model Yunbao Xu and Huimin Chen (2013)

Business Model Innovations

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ate

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Digitization

To Management

Marketing

3

4

The ideaProduct

DevelopmentAlpha/Beta

TestsProduct release

Production:

Hiring Personnel

Sales department

Sales:

Communicationtools

Positioning

Hiring PR company

Creating Buzz

Demanddevelopment

Promo events

Branding

Marketing:

Customer Development Lean Startup Design Thinking Sprint Holacracy

:

5

Steven G.Blank

Customer Development

6

Customer Discovery

Customer Validation

Company building

Customer Creation

Sales planning Sales to early-

evangelists Positioning

validation

Sales goals PR & segmentation Launching strategy Positioning strategy

Reaching mainstream customers

Management & Cultural styles

Operations Leadership

Customer

Development

7

Customer Discovery

Customer Validation

Company building

Customer Creation

The ideaProduct

DevelopmentAlpha/Beta

TestsProduct release

Meetings Lean

Customer Development

,

:

Lean startup

8

Ideas

Data Product

Learn Build

Measure

Relevant metrics

MVP

Small Cycles

Validate

Share

Prioritize

Pivot

https://www.youtube.com/watch?v=7QmCUDHpNzE

https://www.youtube.com/watch?v=7QmCUDHpNzE

Get out of the building

Paralysis by analysis

Quality on MVP

Actionable vs. Vanity Metrics

Split tests

3As (for metrics):

Actionable

Accessible

Auditable

Fail Fast

Learn Fast

(pivot)

= #pivots

pivot

Wisdom of 5 Whys

Curse of 5 blames

: !!

pivot

(Zoom-in)

(Zoom-out)

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.

High margin, low volume Low margin, high volume

(viral, sticky, paid)

Design thinking

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Design Sprint

Lean Manufacturing

Software:

XP

Adaptive Software Development

Scrum

Dynamic Software Development

Feature Driven Development

Lean Software Development

Agile Unified Process

Lean Manufacturing

Lean Manufacturing

Just in Time (JIT)

Total Quality Management

(TQM) & Zero defect

Scrum

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Bullseye Framework Traction (Marketing)

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