The purpose of this course is to help individuals and organizations survive when confronted with disruptive technologies that threaten their current way of life. We will look at a general model of survival and use it to analyze companies and industries that have failed or are close to failing. Examples of companies that have not survived include Kodak, a firm over 100 years old, Blockbuster and Borders. It is likely that each of us has done business with all of these firms, and today Kodak and Blockbuster are in bankruptcy and Borders has been liquidated. Disruptions are impacting industries like education; Coursera and others offering these massive open online courses are a challenge for Universities. In addition to firms that have failed, we will look at some that have survived and are doing well. What are their strategies for survival? By highlighting the reasons for the decline of firms and industries, participants can begin to understand how to keep the same thing from happening to them. Through the study of successful organizations, we will try to tease out approaches to disruptions that actually work. Our ultimate objective is to develop a strategy for survival in a world confronting one disruptive technology after another.
8.3 Disruption III
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Del curso dictado por University of Maryland, College Park
Surviving Disruptive Technologies (On Demand)
18 calificaciones
De la lección
13
Conclusions about disruption
Conoce a los instructores
Hank C. LucasRobert H. Smith Professor of Information Systems
School of Business
This is our third video on the topic, and we're going to see that some people who
have been disruptive, are being disruptive by advances in the technology.
The world is changing fast at a really great pace.
In order to illustrate this I commissioned a photograph of me driving
to work in the morning, just to show the effects of speed on what is happening in
the world. So where are we?
Well GPS navigators have been around for a while.
They take signals from low earth orbit satellites and generate an extremely
accurate position for where you're located on the earth.
GPS chipsets have come down in prices. The first GPS I bought for a boat
probably 15 or 20 years ago was, was much higher price than one finds today by a
factor of 10. So the answer to the question of how do
you find somebody in an emergency with their cell phone, was to put a GPS
chipset in a phone, so that now 911 emergency services will know where you
are. That's one solution, another solution is
to triangulate from the towers, the cell towers, based on the strength of your
signal, and come up with a position. But the GPS chipsets are getting so
cheap, and they can be used for other things.
Like on your iPhone for maps and navigation that it makes a lot of sense
to put that in the phone. But if a phone has GPS, let's make it a
navigator. So the latest version of Google maps for
the iOS devices. Gives you turn by turn directions, the
thing you used to get from a separate GPS natigator.
So who's threatened by this? Well, these are people who manufacture
GPS navigators and their sales have been dropping.
Let's look at Garmin in particular because they have a large portion of the
marine industry. What Garmin did, was to think about its
large marine plotter business and say, how about we release our, our very highly
thought of Blue Charts package for the iPad.
And you can get, there's, first of all, a GPS unit in some of the iPads, and you
can buy a hundred dollar add-in that creates an even more accurate GPS and
just plugs into the iPad. And they're going to sell, they are
selling, Blue Charts for about $30 for the iPad compared to hundreds of dollars
for dedicated navigator. And so I think they followed Steve Jobs'
advice and they've cannibalized themselves.
I know it will be interesting to see what happens.
I believe that they will come out stronger for having done this.
Well, we began this course talking about Kodak and photography, and the film
camera. Which was replaced by the digital camera.
Which, whoops, what happened. Smart phones came along.
And they started out with cameras that weren't so great.
But if you think about the history of progress and technology.
Things get faster. Better, smaller, and cheaper.
And that's exactly what's happened to the phone in your camera.
So you can see that the, there's been a steady growth in the number of camera
phones. And so we end up with a situation, which
you might say is the innovator's dilemma. But maybe it's not the innovator's
dilemma. because of what we're seeing is an
evolution of features in different products.
We're not really seeing the next generation as a product.
The camera is a part of a phone, but the phone has other purposes.
In fact, you usually bought it to communicate as a phone.
Film we saw was analog versus digital, and that took different skills
altogether. All these changes for the phone
manufacturer have been competence enhancing.
'Kay? So the smart phone is incorporating new
functionality in a multifunctional device.
Now, for the existing camera manufacturers, Canon and, and so on, this
is kind of competence destroying. Well another place we can look at
disruptions is like going to the movies everybody likes to go to the theater but
a lot has changed. Okay, because now we have Netflix okay,
and we have the opportunity to download and to stream movies rather than going to
the theater and we have huge television sets to watch them on.
So it's the home versus the theater. Large, flat screen TVs, high speed
streaming, it's cheaper and more convenient at home, and there's a group
of organizations, companies from which you can.
Buy and stream movies. So my understanding is now that this is
actually changed Hollywood. So that the studios are primarily
interested in making very big budget blockbuster films that will bring in
hundreds of millions of dollars. And they're less interested in the
smaller movie. In fact, the smaller movie.
Might be distributed by, DVD only, might not appear in the theaters, it might go
directly to cable, but it, it's creating a, a change in the strategy for movie
studios. As a result of the viewing habits that we
have picked up with the help of the internet.
'Kay? Studios want to release in theaters.
They want to do what's called winning the weekend, and they're doing that, as I
said, with blockbuster films. They're moving to totally digital cinema,
so they can distribute the movie via satellite.
You could have each theater in the world that has satellite reception, have the
movie appear on the same day, each copy is perfect.
And so, you have the opportunity to also fight back against piracy, by having the
inaugural run of the movie, the debut, all across the world at the same time.
Disney broke ranks with the other studios in 2012 and said it would release its
movies directly on Netflix after appearing in the theaters.
For now it will be a premium service you, if you're a Netflix subscriber you'll
have to pay extra to get the movie that quickly.
But this is, again, a change in the approach.
To showing movies and releasing movies by the studio.
And, so we can take Mickey Mouse's immortal words and say stay tuned for
what's going to happen next. A lot of disruptions.
We've looked at many of these, clouds, partisan politics, GPS, cell phones,
movies. What's the point of this?
Disruptions are everywhere. They're not going to stop.
Survivors have to be alert. They have to scan the environment for
disruptions and they have to be ready to change their business models in order to
survive in this increasingly turbulent technological environment that we're
living in.
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