Innovation and Sustainability

Human habits of clothing, housing, food and other products have a serious impact on natural resources and social development. Forests are cutting trees The land that is harvested for trees and buildings is clear in crops, crops, and livestock (Turk & T. Bensel, 2011). If monitoring or inspection is not done and obstacles can not be maintained, recovery of the Earth's resources to manufacture and produce the products sought by humans will destroy unrecoverable landscapes and ecosystems.

A common misunderstanding is to treat "destructive innovation" as "radical innovation" and "continuous innovation" as "gradual innovation". The truth is that the degree of technical improvement is not the focus of the theory. Technology will continue to innovate as it can improve the process by a factor of 100 and will help maintain existing markets. Destruction theory predicts that companies using disruptive technological innovation have a relatively high potential for success for existing large companies. Startup is the best tool to take advantage of destructive innovation. The only way for startup to succeed is not interruption. Successful startups have to challenge theory to some extent and accept wisdom including the theory of destruction. Uber is a good example of a successful venture and it does not start with destructive innovation. Clayton Christensen also falsely predicted that destruction theory would argue that the iPhone would not succeed.

When it comes to an innovative strategic approach, we divide Clayton Christensen into "continuous innovation" and "destructive innovation". Continuous innovation is designed to improve product performance and reduce costs, but destructive innovation changes game rules. They are revolutionary in creating new markets and value networks. Despite these types of innovation differences, many successful companies are pursuing both approaches. However, many successful companies fail because they are overly concerned with the needs of their current customers and fail to use new technology to develop "destructive innovation" that meets future needs Therefore, it is necessary to balance. Mr. Christensen expresses this as an "insurer's dilemma", but in that business can not "do the right thing" because companies make success as a barrier to market and technology change.