Harnessing disruptive technologies and making change work
Aaron Johnson, Accumold, looks at ways to harness disruptive technologies and make change work to your advantage.
Managing disruptive technology
What is disruptive technology? Upon hearing the term, one might think the connotation is distinctly negative. Disruptions tend to conjure up thoughts of chaos or unwanted interruptions. While these associations can most certainly be true, a slight change in perspective could yield a more positive impression and provide an opportunity to turn the proverbial lemons into lemonade.
What happens to us
Initially, we look at disruptive technology as something that is happening to us. It is as if we have been hit by a surprise and the plans we have been working towards are now questionable. This can be devastating if the goods or services we provide will now somehow be replaced and make our work irrelevant. In response, most world-class organizations work to anticipate. It is not always obvious what may come, but it is necessary to be in an adaptable position when it does.
The obvious place to start is by keeping track of what your competition is doing. What are they offering? Where do they appear to be heading? An evaluation of the competitive marketplace should not only provide insight but help shape an idea of what is necessary to focus on.
Next, look at the complementary technologies around you. Ask yourself: “What is the most difficult process or skill that our company touts as an expertise?” Then, search the industry to see if someone is offering an alternative approach that could diminish your current advantage. When did the film industry first think that the invention of digital memory technology would change photography forever? When did they take it seriously? Do not let your company wake up one day on the wrong side of change.
Lastly, look to academia. If there are colleges or universities talking about your industry, you need to know what they are saying. Sometimes, it is easy to dismiss these ideas or conversations because there are often daunting gaps between what happens in the lab and what is commercially viable. However, if someone is thinking of it now, the solution may be closer than you think. Attend conferences and symposiums occasionally to keep tabs on what the PhDs are saying about your industry. You might even what to hire one.
What we make happen
On the other side of the coin, are the disruptions we make. What is one man’s hassle is another man’s gain. Nothing is better than the change we impose on the market, especially if it will be in high demand. The challenge is to take this concept and internalize it a bit.
Sometimes we stumble upon breakthroughs, but stumbling isn’t a strategy. It is great when it happens but is not much of a plan. I have never read a corporate mission statement that declares a goal of hoping to find good work – but sometimes, this is how we act.
Do you ever feel like there is a “Do Not Disturb” sign on your organization? Sacred cows, traditions, “the way things are done,” are all competitors to change. Sometimes, “the way you’ve always done it” is still the best way, but how do you know?
Your customers, your competition, the marketplace do not care about your sacred cows and traditions. They only care about what brings value to them right now. They are working hard to disrupt you. Are you working just as hard to disrupt you too?
One of my favorite authors, Jim Collins, talks about “productive paranoia” in his book Great by Choice. Basically, work smart. Work as if your competition is right on your heels, but do not be reckless about it. Think of disruptive technologies as competition and let it keep you on your toes, keep you focused and help drive your organization to greatness. Embrace change and use it to your advantage.