Harvard Business School professor Clayton Christensen has gained a reputation for his work on "Disruptive Innovations":
- Christensen's research explains why established companies - even those competently managed by smart people - have such trouble countering or embracing disruptive innovations that are on the horizon.
- His theory says that organizations customarily develop mind-sets and processes that revolve around doing what they already know.
- Once that pattern becomes established, managers have great difficulty justifying to others or even themselves the need to turn their processes upside down to respond to a barely emergent market change.
- By the time the threat is apparent, however, it's usually too late; upstart companies have seized a substantial lead.
See the full article at: Disruption is good
Disruptive innovation is a model that certainly applies to established medical device vendors. It may also apply to hospitals that resist the current merging of IT and Biomedical Engineering, and the new requirements to successfuly deploy connected medical devices within the hospital enterprise. I still think this all goes back to business delivery systems described in Value Migration (scroll down). Either model works to open minds to considering the most effective responses to new market requirements and technologies.