Innovación disruptiva: ¿la mejor opción de innovación durante la crisis?

La discusión la plantea y explora Knowledge@Wharton. De hecho la tesis es que si no fuera por las crisis, muchas compañías jamás se propondrían el camino disruptivo que éstas nos muestran. El concepto de innovación disruptiva lo planteó y desarrolló teóricamente por vez primera el profesor Clayton Christensen de Harvard en sus libros El dilema de los innovadores y La solución de los innovadores (ambos excelentes reportes de investigaciones adelantadas por él durante más de 25 años). En Latin Strategy creemos que el pensamiento del profesor C.Christensen está en la frontera del entendimiento de la innovación como práctica fundamental del éxito en los negocios (y en otros ámbitos también). Sólo antecedido, con su nivel de profundidad y agudeza en las preguntas por la innovatividad, por el extinto (hace un poco más de tres años) Peter F. Drucker

Extracto:

"So just how does an entrepreneur or business go about being "disruptive?" How does one convince investors or top brass of a radical idea's worth?

One person who knows something about bringing disruptive innovations to market is Jeong Kim, president of Bell Labs at Alcatel-Lucent and a successful tech entrepreneur. He offered some suggestions in a recent presentation titled, "Paving the Way for Disruptive Innovation," that was part of the Executive Master's in Technology Management (EMTM) program's ongoing lecture series: Aligning Emerging Technology and Business.

Among the most critical assets one can possess, he says, is company-wide recognition that disruptive innovation is actually important. In a company that's already successful -- or one with layers of bureaucracy that hinder new ideas -- this can prove difficult. The firm also must commit itself to research. "Disruptive research is absolutely critical, especially in the technology space."

Furthermore, it is not enough to simply have brilliant engineers. Without competent management on the business side, the most elegant technology can wind up on the scrap heap of business history, or even worse, usurped by a competitor: "Disruptive innovation is not sufficient," says Kim. "You can [cite] numerous examples of companies that came up with [new] technology but eventually were displaced by somebody else..."