Disrupters make impactful change in their organizations as a course of habit. It is not a special effort and it is not daunting or stressful. It is organic because it’s in their DNA.
Disrupters are different because of how they view their outputs. They became rock stars and now their vision has expanded.
While normal people view their outputs like this:
Disrupters see this:
The difference is that normal people can only impact themselves by improving their outputs. Disrupters can deliver impact to an entire value chain by improving their outputs.
If you understand your customer’s process and the goal of their output, you can change both your supplier outputs and your own to make your customer better and more productive. When you start thinking this way organically, you know disruption is in your DNA.
Now imagine affecting entire strings of outputs through changes to your own. This is what megadisrupters do and it brings unparalleled value to their organizations and customers.
When I saw your blog / / / / Now I’m a Disrupter! Interesting post. Looking forward to more…
Cool article. This reminds me of systems thinking pioneered by Russell Ackoff ( neat you tube video of him: http://www.youtube.com/watch?v=IJxWoZJAD8k).
Crudely summarizing systems thinking, you can’t fully understand the impact of any part of a system without understanding the context in which it is situated. To deliver transformative change then (using the systems thinking framework) it would seem understanding of the whole is needed.
Cognitively speaking, to understand the whole requires the ability to abstract away the lower level details of the parts until a system emerges. Perhaps this is a necessary trait of a mega disrupter.
Once the whole is understood, then action can be taken to systematically change it.
Anyways… my 2 cents.
BTW, not saying I agree with everything Russell Ackoff says.
Thanks for this input!
Like it but not much “scope” for the non-linearity of, such as, biological systems where minor “flaws” can have unforeseen major impacts e.g. at atomic or neuron scales
David
I really don’t know what a value chain is, but I am guessing it is the propagation of value from different services in some process. I guess that you have a point, in that modeling such a system would require a non-linear model to understand impact at different levels of the process. Hmmm…. I am thinking…
Can a value chain be modeled as an emergent process?
http://www.quickmba.com/strategy/value-chain/
All the processes, people, systems, etc. that fit between an organization’s external suppliers and it’s external customers.
Reblogged this on megadisrupter.