O artigo continua com alguns exemplos:"Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. [Moi ici: Um suinicultor pode pensar, por que não posso ser eu o disruptor? Por que tenho de continuar a jogar o jogo das cadeiras e esperar a minha vez de sair?]...Every industry is built around long-standing, often implicit, beliefs about how to make money....These governing beliefs reflect widely shared notions about customer preferences, the role of technology, regulation, cost drivers, and the basis of competition and differentiation. They are often considered inviolable—until someone comes along to violate them.......In a nutshell, the process begins with identifying an industry’s foremost belief about value creation and then articulating the notions that support this belief. By turning one of these underlying notions on its head—reframing it—incumbents can look for new forms and mechanisms to create value. When this approach works, it’s like toppling a stool by pulling one of the legs."
- Innovating in customer relationships: From loyalty to empowerment;
- Innovating in activities: From efficient to intelligent;
- Innovating in resources: From ownership to access;
- Innovating in costs: From low cost to no cost.