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It used to take years or even decades for disruptive innovations to displace dominant products and services and destabilize incumbent industries. Now, in the age of devastating innovation, any business can be displaced virtually overnight by something better AND cheaper.
Big Bang Disruption is a dramatic new kind of innovation. Instead of entering the market as a product that is either inferior to or more expensive than those of established incumbents, a Big Bang Disruptor is both better and cheaper from the moment of creation.
A collection of Big Bang Disruption resources is available at Big Bang Disruption: Lessons for Executives.
To survive—and even thrive—amid Big Bang Disruption, companies must learn the new rules of strategy and competition. The key is to understand the new life cycle of innovation, which loosely follows the metaphor of the Big Bang theory of the universe.
The Big Bang Disruption innovation life cycle consists of four parts:
Big Bang Disruption collapses Everett Rogers’s classic bell curve of five distinct customer segments for technology adoption—innovators, early adopters, early majority, late majority and laggards. When Big Bang Disruptors take off, they do so quickly, rising and falling less like a curve and more like a shark’s fin. Now, there are only two market segments: trial users and everybody else.
In the Age of Devastating Innovation, executives can harness the power of Big Bang Disruption and protect their businesses by following 12 rules:
Paul Nunes is global managing director of research for the Accenture Institute for High Performance. He is based in Boston.
Larry Downes is research fellow for the Accenture Institute for High Performance. He is based in the San Francisco Bay Area.
Paul Nunes and Larry Downes are co-authors of the book, “Big Bang Disruption: Strategy in the Age of Disruption.”
December 13, 2013
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