JULY 20228MITIGATING THE CHALLENGES OF DISRUPTIVE CHANGEoday every organization faces change due to some internal or external factors of the competitive environment. Development is necessary to gain continuous innovative competitive advantage in the changing world. The importance of constant development and appropriate change management for companies in the changing world is massive. Innovation and development are essential to achieving competitiveness and making a profit that keeps their market position wide-ranging. It is necessary to build internal capabilities for change since it builds confidence and ability in people to generate and react to changes further efficiently and effectively.Creating New Capabilities Internally & Cope-up with ChangesBusiness wisdom believes in problems through a rigid protocol. The data around the issue was analyzed and executed; the larger and more complex a company be-comes, the more critical senior managers to train em-ployees throughout the organization to make inde-pendent decisions about priorities that are consistent with the strategic direction and the business model of the company. The problem is magnified when compa-nies suddenly become much bigger through mergers or acquisitions. Managers lack is a habit of thinking about their organization's capabilities as carefully as they think about individual people's capabilities. The three fac-tors affect what an organization can and cannot do: its resources, its processes, and its values. Resources are tangible resources such as people, equipment, technolo-gies, and intangible cash resources such as product de-signs, brands, information, and relationships with other companies and customers. Processes mean the patterns of interaction, coordination, communication, and de-cision-making employees use to transform resources into products and services of greater worth. Values in this article are defined as an organization's standards by which employees set priorities that enable them to judge whether an order is attractive or unattractive, whether a customer is more important or less critical, or wheth-er an idea for a new product is excellent or marginal. Through their merged research, an organization might have more resource to throw at new product develop-ment and constitutes a genuine disability in managing innovation. No matter the source of their capabilities, the companies are an excellent response to evolution changes in their market. They run into trouble in han-dling or initiating revolutionary changes in their needs.Sustaining versus Disruptive TechnologiesWhile these new technologies provide opportunities to tackle long-standing problems, they do not automatically lead to better liveability for everyone. Sustaining technologies are innovations that make a product or service perform better in ways that customers in the mainstream market already value. Disruptive innovation creates an entirely new need by introducing a new kind of product or service, one that's worse, initially, as judged by the performance metrics that mainstream customers value. Sustaining innovations are constantly developed and introduced by established industry leaders. But those same companies never raise or cope well with disruptive innovation. Why? Industry leaders are organized to create and improve products to gain an edge over the competition. They develop processes TEditorial Exclusive
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