First, disruption directs you to look in places you might otherwise ignore. Christensen’s research shows that disruption often starts at a market’s edges. Sometimes that is in relatively undemanding market tiers, such as how mini mill manufacturers started in the rebar market. Disruption also takes root with customers that historically were locked out of a market because they lacked specialized skills or sufficient financial resources to consume existing solutions …
Fouad Bendris’s insight:
Even imperfect theories are useful !
Source:: Strategy & Governance