Bike sharing community Martin Tod/Flickr

Autodisrupción creativa

LAGUNA BEACH – Como muchos lectores, todavía recuerdo claramente cuando Nokia dominaba el mercado, con una participación del 40 %, y Apple era simplemente una empresa dedicada a la informática. Recuerdo cuando Amazon solo era conocida por vender libros y cuando la única alternativa al transporte público o a mi propio automóvil eran taxis sucios o caras limusinas, y recuerdo cuando los Four Seasons, Ritz Carlton y St. Regis del mundo competían entre sí, no contra Airbnb.

Tal vez sea viejo, es cierto, pero no tan viejo. Estos cambios son recientes... y fueron rápidos. ¿Cómo tuvieron lugar? ¿Mantendrán esa velocidad, o serán aún más rápidos? ¿Cómo deben responder las empresas?

Un sector puede ser transformado por cambios económicos, financieros, políticos y normativos impuestos desde arriba, pero empresas como Airbnb, Amazon, Apple, y Uber son ejemplos de otro tipo de transformación: competidores ágiles que invaden otros sectores aparentemente no relacionados y explotan con genialidad oportunidades enormes, pero hasta ese momento ocultas. Lo que es más importante y antiintuitivo, al hacerlo aprovechan sus propias competencias principales en vez de las del sector que procuran desbaratar.

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