Não faz sentido, para uma PME, procurar "ser o melhor" (parte III)

Parte I, parte II.
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"If it feels scary and lonely, you're probably on the right track

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We all want to start a disruptive company or invest in disruptive ventures, but in reality an innovation that takes place at the low-end of the market or where there is no market (yet) is just not that sexy. ... Hence, the Innovator's Dilemma: whether you innovate or not, you risk downward mobility.

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Be assured that you have no idea what will come next
Because disruptive innovations are in search of a yet-to-be-defined market, we can't know the opportunity at the outset. "What you can know is that the markets for disruptive innovations are unpredictable, and therefore your initial strategy for entering a market will be wrong," ...  for 90 percent of all successful new businesses, the strategy the founders initially pursued didn't lead to the business' success.

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Throw out the performance metrics you've always relied on
"A disruptive innovation must measure different attributes of performance than those in your current value networks,"

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Your odds of success will improve when you pursue a disruptive course
... firms seeking growth via new markets are 6x more likely to succeed than firms seeking growth by entering established markets, and the revenue opportunity is 20x greater. It's counterintuitive, isn't it? When we start in a place where no one else wants to play, where the scope of the opportunity appears limited, the odds of success actually improve."

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Competir para ser o melhor significa competir no campeonato onde está toda a gente, competir para ser o melhor significa procurar um espaço disputado por muitas outras PME's, pelo menos tão diligentes e inteligentes quanto a nossa.

Trechos retirados de "Disrupt Yourself"