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an innovation challenge; it’s a leadership
challenge. Here’s how to avoid the delusions
about disruption — and self-sabotage.
REPRINT 61310
The 11 Sources of Disruption
Every Company Must Monitor
Amy Webb
pp. 65-70
When faced with deep uncertainty, organizations
often develop a habit of controlling for internal,
known variables and fail to track external factors
as potential disrupters. This practice lures
decision makers into a false sense of security,
and it forces a narrow framing of the future.
As a result, even the most successful businesses
become vulnerable to disruptive forces that
appear to come out of nowhere.
REPRINT 61309
A Crisis of Ethics in
Technology Innovation
Max Wessel and Nicole Helmer
pp. 71-76
Technology innovation has created a new ethical
paradigm. As companies specialize in delivering
single components of complex systems, value
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information,
see page 4.chains are being reshaped across industries.
Product interfaces are becoming standardized,
and companies are profiting by perfecting
narrow slices of the value chain. This rapid
modularization has magnified the ethical
implications of every business decision. As
businesses work to delight consumers, they
must also protect the public trust.
REPRINT 61303The Experience Disrupters
Brian Halligan
pp. 77-81
We’re seeing a new species of disrupter emerging
in our economy: experience disrupters. These
organizations have great products but offer
even better experiences, and they’re successfully
outmaneuvering their competition by excelling at
this. In a nutshell, how they sell is why they win.
REPRINT 61314