OzziePaezResearch

The term ‘disruption’ has become a bucket word holding many imprecise concepts and definitions. That’s unfortunate because the fate of many established businesses (incumbents) will depend on their ability to identify, cope with, and exploit disruptive changes. Compounding these challenges is the accelerating pace of technological progress, which guarantees increasing disruptions across markets in the years ahead. Characteristics of disruptions Incumbents continue to face si

Change is a constant in business, but not all changes are created equal. Executives and senior managers are usually most concerned about disruptive changes. They speak of difficulties identifying emerging disruptions and the risks of waiting too long to respond. It’s not surprising because, while disruptions are easy to see in hindsight, they’re difficult to identify prospectively. Predicting and respondign to emerging disruptions demands good judgment, courage, and leadershi

Innovative technologies possess disruptive capacity but are rarely disruptive on their own. Disruptions occur at the intersection of technological innovations, strategy, and business models. The challenge has been to accurately predict and recognize their disruptive potential. It’s no easy feat. Technological innovations often disrupt some businesses and business models, while marginally affecting others. Some are disruptive from the moment they are introduced, while oth

It’s a foregone conclusion that healthcare will be dramatically different in ten years or less. All the pieces are in place for a broad disruption of the industry. These include a market that promotes lobbying over compelling value, consumer dissatisfaction with the industry[1], increasing competition from consumer health-technologies and a tech savvy, value centered customer base. Healthcare customers (patients) and the consumer health-tech industry will be the beneficiar

Harvard Business School’s (HBS) course on Sustainable Business Strategy is an important departure from its traditional focus on competitive business strategy development and practice. The course is led by Rebecca Henderson, a professor in the General Management and Strategy unit at the school[i]. Professor Henderson brings many years’ experience working with companies in Europe and the United States on strategy, sustainability and environmental stewardship[ii]. I’m one of o

One of my primary functions is helping our clients cope and thrive amid disruptive change. In this context, Artificial Intelligence (AI) is the latest hot topic in technology and business. Our conversations with business owners, executives and managers suggest that they are struggling to understand how to leverage AI technologies to improve their competitive position. They’ve also expressed concerns over threats from new and emerging competitors who may be better prepared

Technological innovations and disruptions are recurring. Evidence suggest that the pace of change continues to increase . Sustaining compe

The viability of strategy in our dynamic times is a recurring theme among strategists. They've raised important questions. Why develop a business strategy, when technology will quickly render it obsolete? Why not focus on business models instead? They are closer to operations and are first to experience technological disruptions. Strategy in this context is a reactive exercise conducted in hindsight. So - Why do it at all? My not so simple answer is that strategy is as critic

A Fourth Industrial Revolution (4IR), aka Business 4.0, is upon us, although most people, governments and businesses have yet to fully connect the dots. That’s because we are still looking back at the ‘old Internet,’ whose primary impacts centered on the creation, transmission and sharing of vast quantities of information. Many of the most innovative Internet centered companies don’t manufacture, store or transfer physical things. Digital platforms, for example, make it p

The Internet-of-Things, the environment emerging from billions of interconnected devices, has been growing quickly and is set to explode over the next two years. Interestingly, for most people and organizations, its emergence has been hidden in plain sight. It will not stay that way for long. The number of interconnected IoT sensors, devices, equipment and systems is estimated to reach between seventy-five and two-hundred BILLION by 2020. The implications for established b

Massachusetts Institute of Technology’s (MIT) decision to offer a short course on the business implications of the Internet-of-Things (IoT) reflects the growing importance of the IoT for corporations large and small. I've been studying it in detail for over three years, focusing on its potential impacts on business, government and other institutions. During this period, the IoT has been for most businesses a growing phenomenon hidden in plain sight. It remains largely misun