Bike sharing community Martin Tod/Flickr

Auto-disrupção criativa

LAGUNA BEACH – À semelhança de muitos leitores, ainda me lembro claramente de quando a Nokia tinha uma posição dominante no sector dos telemóveis, com mais de 40% do mercado e a Apple era apenas uma empresa de computadores. Lembro-me de quando a Amazon era conhecida apenas pelos livros e os táxis sujos ou as limousines de elevado preço eram a única alternativa aos transportes públicos ou à viatura pessoal. E lembro-me de quando os Four Seasons, os Ritz Carlton e os St. Regis deste mundo competiam entre si, e não com a Airbnb.

Hoje, posso ser velho, mas não sou assim tão velho. Estas mudanças ocorreram recentemente e de forma rápida. Como ocorreram? O ritmo da mudança irá manter-se acelerado ou amentará ainda mais? E qual deverá ser a resposta das empresas?

As indústrias podem ser transformadas por meio mudanças económicas, financeiras, políticas e regulamentares descendentes. Mas as empresas como a Airbnb, a Amazon, a Apple e a Uber exemplificam um tipo diferente de transformação: os intervenientes hábeis invadem outros sectores sem relação aparente e exploram brilhantemente enormes oportunidades anteriormente despercebidas. Ao fazê-lo servem grandemente e de modo algo surpreendente as suas competências essenciais e não as dos sectores que procuram perturbar.

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