- The Entrepreneur’s DNA
- There is no “Culture of Disruptive innovation”, but an Aptitude for innovation
- Disruptive Innovation is a leap that eliminates the current Market sectors
- The basics of the Disruptive innovation process: the Lateral thinking
- The new approach to Disrutpive Innovation Business: driven by examples
At the base of the market crisis there is a “cultural issue”.
Today the Market requires a new form of innovation (Disruptive innovation), but
THERE IS STILL NO SUCH THING AS
A CULTURE OF DISRUPTIVE
in the current Meaning:
Cultures as codified knowledge.
A Culture that offers a knowledge in the form of a set of notions, rules, conventions, or practices associated with a particular field, activity. This is because it has not yet been possible to “intellectualize” the Disruptive Innovation business examples.
Instead, there is a culture in the oldest sense of the term.
CULTURE AS SOMETHING THAT
DOES NOT RESIDE IN A RATIONAL LEVEL OF “KNOWLEDGE”
(at level of notions).
But a Culture that is situated at a non-rational level, a typical quality of man: the capacity for intuition.
It’s something that can be defined as aptitude.
Of course, it is possible to deduce, in general, the rules of Disrutpive innovation <see Decalogue of Rulesof Disruptive innovation >.
But it is not possible, for example, to provide advice on how to set up a winning company: for this reason Business Consultants must radically transform themselves. <Disruptive Business Consulting  – How disruptive business consulting changes>
The new approach: driven by examples
As Ben Horowitz says, Culture is what one is (and not what one knows at a rational level).
And understanding this type of culture is a more subtle operation than understanding culture as a rational knowledge on which the current Market in decline (pre-disruptive innovation) is based.
To develop the Innovation required today (Disruptive innovation) one cannot refer to Business Models, but it is necessary to “take inspiration” from WHAT the new players of Disruptive innovation ARE:
– non-consumers that activate – at an “amateur” level – new Practices to improve the quality of their lives <see Towards a new form of consumption>
– Startuppers who develop this new Practice at the Business level.
In the final analysis, therefore, since there are no reference models, the correct approach is to be:
► DRIVEN BY EXAMPLE: being guided intuitively by the examples of successful disruptive strategies.
Driven by example “from bottom”: note how in this case there is a fundamental difference with respect to the traditional market: so far the “driven by example” has meant driven “form top”. In the new Market, in which the new form of innovation (Disruptive) is still at the early stages of development, it is a matter of following the “from bottom” examples: the most recent StartUp cases are the most advanced (or better yet it is follow the non-consumption examples).
► DRIVEN BY CULTURE. The fact that there are no analytical models of new forms of business does not mean that there is no “general model” to be inspired by. This is the mode of Business Driven by the new Culture which is at the base of the new Crowd Practices (and disruptive StartUp).
As said, it is a Culture in the broad sense, situated at a non-rational level, of the intuition. (not codifiable on a rational level). Of that “way of being” of the people that pushes them to create new Practices, new disruptive Startup.
It is necessary to seek first the why than how in new business.
This new market situation, among other things, indicates the need to abandon:
– driven by data strategies. <see Towards a New Marketing (1): beyond the Analytic Marketing, toward a pro-sumer Market>
– the Design oriented to the “technological performances” <see The role of technologies in innovation (the key is not technology) >
A further consideration: the opposite happens with respect to what has happened on the market until now:
we move from a Culture driven by Market,
to a NEW MARKET DRIVEN BY NEW CULTURE