"Deloitte’s Center for the Edge research has identified three broad groupings of disruption. One focuses on the supply side in terms of fragmenting the vendors and producers that customers deal with; where scale was once the key driver of success, increasingly there are diseconomies of scale in certain areas. [Moi ici: Um escândalo, uma blasfémia para os encalhados no que aprenderam quando tinham 20 anos e o século XX económico, o Normalistão, imperava]
The second category concerns strengthening the power of the customer, helping customers to choose and co-create the best options for themselves. “One of the implications of the increasing power of customers is that they are no longer willing to settle for the mass-market item produced for everybody. Instead, they want something tailored to their specific need and context—and, in many cases, a relationship with the provider of that product or service,” [Moi ici: Outro ponto corrente neste blogue, a co-criação, a customização, a interacção]
The third group of disruption is often triggered by inflated profit pools, and takes shape in the form of approaches to pricing and ways of designing and configuring products. The marketplace is increasingly driven by powerful customers, and they want the best product at the lowest price feasible. “Anytime a profit pool is accumulating in a market or industry that isn’t providing direct value to the customer, it sits vulnerable to attack,” [Moi ici: Outro tema, o pricing]
The inability to manage those risks is a contributor to the increasing topple rate. At the same time, “these patterns of disruption actually create opportunity: They are going to be someone’s business. Organizations are leveraging these opportunities and using them as building blocks for new and more effective businesses,” [Moi ici: Uma verdade muitas vezes esquecida pelos defensores do passado. As providências cautelares já não chegam]"
Trechos retirados de "Turning Disruptive Trends into Opportunity"