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Business-agile enterprise - Guarding organization against Disruption

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"Disruption" is the most feared word for C-level executives these days. They agonize over their industry being disturbed by another player - most likely by startups.
Most new companies claim they have another stage that will upset the industry. In this air of trepidation, a few industry patterns are going haywire. Plans of action are taking real U-turns. For example, today every street-side business is desperate to make their online appearance felt, and they are making their virtual stores and applications. Then again, stores that only have an online presence are looking for setting up their physical stores. There have been multiple instances of disruption in all business areas and markets in the previous couple of years - from Amazon to Uber, or say Facebook to Airbnb, and so on. The 'disruption' has made occupant organizations defenseless, as well as, made others running scared.

Some competitive and established organizations are trying to fight back and make sense of how to 'disturb the disruptors'. Take Google for example.  They tried to topple Facebook by launching Google+ Authorship.  A few years later Google abandoned Google+ Authorship. Facebook is smart enough in fending off potential disruptors and have adopted the much simpler strategy to overcome disruption - acquisition.  Facebook purchased WhatsApp when they demonstrated messaging can be a popular social platform. And they acquired Instagram when they noticed that sharing pictures from smartphones was becoming quickly popular.

Are organizations missing out to disruptors?
Is there an approach to shield businesses from being disrupted?
Should a "typical" business concentrate on creating disruption themselves?

It is imperative to comprehend the diverse sorts of market disruptions. Clayton Christensen published their book in 1997, "The Innovator’s Dilemma", claiming that disruption theories have existed for around 20 years now. Market researchers have extended the definition and the C-level executives have found ways to outwit the competition.

Now let's discuss the type of disruptions, Demand-side, and Supply-side disruption.
 
Demand-side “Disruption”

It happens regularly - losing potential customers one by one. Let's understand the scenario with an example.  Nokia was once regarded as a world's predominant and pace-setting mobile creator.  Today it is left with just 3% worldwide cell phone market share, according to the recent market study. The company was slow in responding to the change in the telecommunications marketplace which was soon captured by iOS and Android. Innovation attract us all and this was a case with Nokia as well. Similarly, Kodak lost the film camera market one by one, as photographers' discovered other options in digital photography. In the underlying days of digital photography, the photo quality was awful than that of analog cameras, yet clients cared less and jumped to grab the newest. In like manner, all the Orkut users didn't move to Facebook overnight. Orkut lost them one at a time.  When Facebook began, it was neither that stable nor feature-rich as compared to today. All things considered, Orkut failed to respond and recover the lost market.

From the occupant player's outlook, if it's a major organization, it has just a constrained window to respond and create a powerful guard procedure. The established player winds up purchasing out the new participant or make a sub-unit for countering the startup. The principle reason behind the failing of an established organization is its drowsy procedure which neglects to respond to the risk as they are not quick enough to react to a lean startup. In a few cases, the engineering and the product or service configuration do not allow the company to adapt the change quickly. If the company has an enterprise class architecture, and some agile methods to compete, then their odds of battling off smaller disruptors will be higher. Basically, they should be Enterprise Agile.
 
Supply-side – “Disruption”

It occurs when the cutting-edge technology or innovation offers a superior method of giving shopper esteem than the recent innovation does. The whole advancement of PCs from Mainframes to computers to tablets and mobiles have tailed this worldview. Consistently, the latest advancements have come up and the computing landscape gets a bit disrupted. At the point when Cisco bought Flip digital camera at near $600 million; they were the pioneers. However, in just 2 years, it changed. The digital camera technology has grown and iPhone started putting a digital camera inside every phone for free. Garmin and TomTom which together makes up $40 billion worth is long gone because smartphones started offering GPS (Global Positioning System) for free. For an organization, it is difficult to protect itself against supply-side disruption. At times, development teams practice are slow at reacting to changing client prerequisites or evolving technologies. The key to winning disruption is putting resources in research and development.

In the end, it is reasonable to expect that the next disruption will include a mobility solution. Company leaders need a characterized technique to defend their company against any disruptions by having a specialized partner teaching them Enterprise Agility.

 
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