Companies often tend to allocate fewer resources towards disruptive innovations compared to other types of innovations because such changes can be risky and require significant investment without immediate returns. This tendency can hinder progress and stifle growth potential within an organization.
The underlying implication of this statement goes beyond mere resource allocation; it highlights a broader organizational challenge where established companies are naturally predisposed to favor incremental improvements over radical shifts that could fundamentally change their business model or market position. This preference for stability and predictability often leads to ignoring disruptive innovations, which can lead to the emergence of new competitors who take advantage of these overlooked opportunities. By setting up separate teams focused on disruptive innovation, companies can create an environment where such projects receive the attention and resources they need to flourish.
Clayton M. Christensen is a renowned Harvard Business School professor and management consultant known for his work on business strategy, particularly in the areas of innovation and market disruption. His insights have helped countless organizations understand how to navigate complex challenges and adapt to changing markets more effectively.
