Receita para disrupcionar mercados

Rita Gunther McGrath dá uma excelente lição sobre como disrupcionar um sector em "Recipe for Disruption Leans on Lazy Incumbents"
Leio isto:

"the would-be disruptor first needs to select a target, and there's no better target than a lazy incumbent. Better yet, an entire niche or setting in which multiple incumbents have enjoyed a privileged position for a long time. Stability in a sector is often synonymous with lack of change.
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Managers in these niches don't have to take many many risks to move forward in their careers, so guess what? They don't. Powerful people enjoying long, stable careers, lots of perks and very few challenges to their authority are just what the disruptor ordered. Brownie points if the leaders in your target segment take a "I don't want any surprises, and don't bring me bad news" approach to hearing from their direct-reports. Ideally, the incumbents count on sizable revenue flows."

E começo logo a pensar no massacre que foi a "invasão dos produtos chineses" e da "produção na China", para as nossas empresas do sector transaccionável, durante a primeira metade do século XXI, com a entrada da China na OMC. As nossas empresas viviam dos baixos preços, dos baixos salários, tinham-se habituado, com cerca de 25 anos de boleias clandestinas proporcionadas pela desvalorização do escudo, a não precisarem de mudar nada, o Estado mudava por elas. O Estado proporcionava-lhes uma vantagem competitiva externa; a taxa de câmbio.
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A chegada do factor China foi "mortal"!!!
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Recordar sempre esta tabela:

(Muitas empresas definharam, colapsaram e morreram. Demorámos cerca de 6/7 anos a dar a volta, a perceber como dar a volta.)
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De seguida vêm as várias formas de abordar os clientes do incumbente:

"Next, think about the customer need you'll be addressing. It might be the same need that the incumbent provides, or it could conceivably be a way of making what the incumbent provides unnecessary. Or doing the same thing, but at a fraction of the price. Can you think of a customer need that is not being met, is being met badly or expensively, or is being met in such a way that infuriates customers? Might they reward you for making their experience better?"