MIT_Sloan_Management_Review_-_Spring_2020

(WallPaper) #1

EXECUTIVE BRIEFINGS


SLOANREVIEW.MIT.EDU

From Disruptionto Collision:
The New Competitive
Dynamics
Marco Iansiti and Karim R. Lakhani
pp. 34-39
Collisions between innovators and established
players are forcing leaders of existing companies
to reexamine how they do business in settings
where new players follow radically different rules.
For many, making small or incremental changes
won’t be enough. They will need to fundamen-
tally alter their operating models, including how
they gather and respond to information and how
they interact with their customers.
REPRINT 61320

To Disrupt or Not to Disrupt?
Joshua Gans
pp. 40-45
Rather than single-mindedly heading down the
path of would-be disrupter, new entrepreneurial
companies can and should evaluate the trade-offs
between disruption and other strategies. Doing
so allows them to choose a strategy that is right
for that startup, in that market, at that time,
and to learn as the company commercializes
its idea. To disrupt or not to disrupt? That is
a very important question.
REPRINT 61302

86 MIT SLOAN MANAGEMENT REVIEW SPRING 2020


The Future of Platforms
Michael A. Cusumano, David B. Yoffie,
and Annabelle Gawer
pp. 46-54
Innovation and transaction platforms have
enabled nearly every type of exchange and
activity imaginable in today’s world, earning
some of the companies that own them
valuations in excess of $1 trillion. But while
successful platforms yield a powerful competitive
advantage with financial results to match, the
nature of platforms is changing, as are the
ecosystems and technologies that drive them
and the challenges and rules associated with
managing them.
REPRINT 61304

How Leaders Delude
Themselves About
Disruption
Scott D. Anthony and Michael Putz
pp. 56-63
Why are companies still so vulnerable to
disruptive threats? The problem isn’t that they
don’t have the right playbook. It’s that well-
intentioned leaders often downplay disruptive
threats or overestimate the difficulty of response.
In simple terms, they lie to themselves. This
means that dealing with disruption is not just
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