Management of Technology and Innovation

Topic 7– Emerging and Disruptive Technologies

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Topic 8 and 9 – Emerging and Disruptive Technologies i

Contents

Introduction 1
Learning objectives 1

Disruptive and emerging technologies 1

Examples of emerging technologies 2

Management of emerging technologies 5

Management of disruptive technologies 9

Summary 13

References 13

ii Managing Technology and Innovation Strategy

Introduction
Emerging and disruptive technologies have the potential to change markets
and industries. These can be an opportunity or threat depending on an
organisation’s ability to identify trends and appropriately manage the
emerging technologies as part of its innovation and technology management
processes.
This topic will deal with the following over two lectures:
 What are emerging and disruptive technologies, including examples and
case studies
 Management of emerging and disruptive technologies

Learning objectives
By the end of this topic you should be able to:
 Understand the definition of emerging and disruptive technologies and the
differences between them
 Gain an appreciation of future trends and likely emerging and disruptive
technologies and an insight into their potential effect on industries and
organisations
 Gain insight into the management of emerging and disruptive technologies,
and how these can be applied in a business context

Required reading
Christensen CM, Raynor M, McDonald R, “What is disruptive
innovation”, Harvard Business Review, December 2015, pp. 45-53

Disruptive and emerging technologies

Emerging technologies are technical innovations that breach new territory
in a field. Some of the emerging technologies are developed via basic
research, while others are based on commercial research and development.
Disruptive technologies are innovations that help create new markets and
go on to disrupt an existing market and displace an earlier technology.
Not all emerging technologies are disruptive. An example is the invention of
the automobile. Initially, the automobile was an emerging technology but
had little effect in changing the transport market- the vast majority of

Topic 8 and 9 – Emerging and Disruptive Technologies 1

 transportation continued as normal (horses etc). However, with the mass
production techniques introduced by Henry Ford in manufacturing the
Model T, the existing market was disrupted and the automobile became the
dominant form of transport largely displacing horse-drawn transport.

Examples of emerging technologies

The World Economic Forum’s Meta-Council on Emerging Technologies drew
on the Forum’s communities to identify the 10 most important
technological trends of 2015 (Meyerson M, 2015). The 2015 list is
summarised in Table 1.
Table 1: World Economic Forum’s 10 most important emerging technologies
of 2015 (adapted from Meyerson, 2015, pp.1-11)

Technology Current situation Description of emerging Future trend

technology
Fuel cell Fuel cell vehicles Unlike batteries, which must be Mass-market fuel cell
vehicles potentially offer several charged from an external vehicles will offer the range
advantages over electric source, fuel cells generate and fuelling convenience of
and hydrocarbon- electricity directly, using fuels today’s diesel and petrol-
powered vehicles. The such as hydrogen or natural gas. powered vehicles while
technology has only now Unlike battery-powered electric providing the benefits of
begun to reach the vehicles, fuel cell vehicles sustainability in personal
stage where automotive behave as any conventionally transportation. Achieving
companies are planning fuelled vehicle. With a long these benefits will, however,
to launch them for cruising range – up to 650 km require the reliable and
consumers. per tank (the fuel is usually economical production of
compressed hydrogen gas). hydrogen from entirely low-
Hydrogen is clean-burning, carbon sources, and its
producing only water vapour, so distribution to a growing
fuel cell vehicles burning fleet of vehicles.
hydrogen will be zero-emission.
Next- The use of robots is still Advances in robotics technology Robotics is expanding from
generation limited to factory are making human-machine big manufacturing assembly
robotics assembly lines and other collaboration a reality. Better lines into a wide variety of
controlled tasks. and cheaper sensors make a tasks. These include: using
Although heavily used robot more able to understand GPS robots are beginning to
(e.g. in the automotive and respond to its environment. be used in precision
industry), these robots Robot bodies are becoming agriculture for weed control
are large and dangerous more adaptive and flexible. and harvesting; robots are
to human workers; they Robots are becoming more being trialed in nursing roles
have to be separated by connected, benefiting from the to help patients out of bed
safety cages. cloud-computing by being able and support stroke victims in
to access instructions and regaining control of their
information remotely, rather limbs.
than having to be programed as
a fully autonomous unit.
Recyclable Plastics are either In 2014 critical advances were This innovation – if widely
thermoset thermoplastics or made with the discovery of new deployed – should speed up
plastics thermoset plastics. classes of thermosetting the move towards a circular
Thermoplastics can be polymers that are recyclable. economy with a big
heated and shaped many These new structures are rigid, reduction in landfill waste

2 Managing Technology and Innovation Strategy

 times, and are generally resistant to heat and tough, from plastics. Recyclable
recyclable. Thermoset with the same potential thermoset polymers are
plastics can be heated applications as their expected to replace
and shaped once, are unrecyclable forerunners. unrecyclable thermosets
durable, retain their within five years, and to be
shape and strength ubiquitous in newly
under intense heat and manufactured goods by 2025.
pressure. They are used
e.g. in mobile phones.
They can’t be recycled
and end up as landfill.
Precise genetic Conventional genetic While agrobacterium is useful, Genetic engineering may
engineering engineering has long more precise and varied become less controversial as
techniques caused controversy. genome-editing techniques have people recognise its
Currently, the genetic been developed recently. New effectiveness at improving
engineering of crops techniques are emerging that the diets of millions of
relies on the bacterium allow direct editing of the people. These techniques
agrobacterium genetic code of plants to make promise to advance
tumefaciens to transfer them e.g. more nutritious or agricultural sustainability by
desired DNA into the better able to cope with climate reducing input use such as
target genome. change. water, land and fertiliser,
while also helping crops
adapt to climate change.
Additive Manufacturing has Additive manufacturing starts Additive manufacturing is
manufacturing traditionally been done with loose material (liquid or potentially highly disruptive
(3D printing) in a ‘subtractive’ way: powder) and builds it into a 3D to conventional processes
starting with a larger shape using a digital template. but it remains a nascent
piece of material (wood, 3D products can be highly technology with applications
metal, stone, etc), customised to the end user, mainly in automotive,
layers are removed, or unlike mass-produced aerospace and medical
subtracted, to leave the manufactured goods. sectors. Rapid growth is
desired shape. expected over the next
decade as more
opportunities emerge.
Emergent AI is the science of AI enables a machine to Improved AI will lead to
artificial doing by computer perceive and respond to its productivity advances as
intelligence things that people can changing environment. machines take over tasks
(AI) do. Recently AI has Emergent AI takes this a step from humans e.g. self-driving
advanced: examples are further, with machines that cars will reduce collisions.
smartphones that can learn automatically by Intelligent machines, having
recognise human assimilating large volumes of faster access to a larger
speech. information. store of information, might
also perform better in
diagnosing some diseases.
Distributed In traditional In distributed manufacturing, Distributed manufacturing is
manufacturing manufacturing, raw the raw materials and methods expected to enable more
materials are brought of fabrication are decentralised, efficient use of resources,
together, assembled and and the final product is with less wasted capacity
fabricated in large manufactured close to the than in centralised factories,
centralised factories customer- e.g. to manufacture a and should reduce the
into identical finished chair, digital plans for cutting overall environmental impact
products that are then the parts can be distributed to of manufacturing.
distributed to the local manufacturing hubs using
customer. computerised cutting tools.
Parts can then be assembled
into finished products.
‘Sense and Drones are now an The next step is to develop With reliable autonomy and
avoid’ drones important but machines that fly themselves, collision avoidance, drones

Topic 8 and 9 – Emerging and Disruptive Technologies 3

 controversial part of opening them up to a wider can begin to take on tasks
military capacity. They range of applications. For this to too dangerous or remote for
are also used e.g. in happen, drones must be able to humans to carry out e.g.
agriculture, for filming sense and respond to their local checking electric power
and other applications environment, altering their lines, or delivering medical
that require cheap and height and flying trajectory in supplies in an emergency.
extensive aerial order to avoid colliding with Drone delivery machines will
surveillance; so far all other objects in their path. be able to find the best
these drones have had route to their destination,
human pilots. and take into account other
flying vehicles and obstacles.
Neuromorphic Supercomputers can’t Neuromorphic chips aim to Neuromorphic technology
technology rival the sophistication process information by will enable rapid processing
of the human brain. mimicking the brain’s of data and capacity for
Computers are linear, architecture and to deliver a machine learning. With more
moving data back and huge increase in a computer’s compute power for less
forth between memory thinking and responding power. energy and volume,
chips and a central Miniaturisation has delivered neuromorphic chips should
processor over a high- increases in conventional allow more intelligent small-
speed backbone. The computing power over the scale machines to drive the
brain, however, is fully years, but this uses large next stage in miniaturisation
interconnected, with amounts of energy and creates and artificial intelligence.
logic and memory heat, limiting further Potential applications
intimately cross-linked improvements. Neuromorphic include: drones better able
at billions of times the chips can be more energy to process and respond to
density and diversity of efficient and powerful, visual cues, and more
that found in a modern combining data-storage and powerful and intelligent
computer. data-processing components cameras and smartphones.
into the same interconnected
modules.
Digital genome While the first DNA The ability to rapidly and Many of our most intractable
sequencing of the cheaply determine our health challenges, from
human genome took individual unique genetic make- heart disease to cancer, have
many years and cost up promises a revolution in a genetic component. With
tens of millions of more personalised and effective digitisation, doctors will be
dollars, today your healthcare. able to make decisions about
genome can be a patient’s treatment
sequenced and digitised informed by their genetic
in minutes and for only make-up. Precision medicine
a few hundred dollars. is becoming a reality by
The results can be enabling the development of
shared via the internet. targeted therapies that offer
improved treatment.

Many of these emerging technologies will not occur unless enabled by

advances in information and communication technologies, including both
software and hardware. Gartner Consulting (2015), for example, identified
the top technology trends and themes that will be strategic for most
organisations in 2015: the merging of the real and virtual worlds, the
advent of intelligence everywhere, and the technology impact of the digital
business shift. The top strategic technology trends identified by Gartner for
2015 include:
 Computing everywhere: as mobile devices continue to proliferate, there
will be an increased emphasis on serving the needs of the mobile user in
diverse contexts and environments, as opposed to focusing on devices
alone

4 Managing Technology and Innovation Strategy

  Advanced, pervasive and invisible analytics: organizations need to filter
the huge amounts of data coming from the internet, social media and
wearable devices, and then deliver exactly the right information to the
right person, at the right time
 Context-rich systems: ubiquitous embedded intelligence combined with
pervasive analytics will drive the development of systems that are alert
to their surroundings and able to respond appropriately. Context-aware
security is an early application of this new capability, but others will
emerge
 Smart machines: prototype autonomous vehicles, advanced robots,
virtual personal assistants and smart advisors already exist and will
evolve rapidly, ushering in a new age of machine helpers
 Cloud/client computing: the convergence of cloud and mobile
computing will continue to promote the growth of centrally coordinated
applications that can be delivered to any device

Deloitte (2014) indicates that Information technology continues to be

dominated by five forces: analytics, mobile, social, cloud, and cyber. Their
continuing impact is highlighted in wearables, cloud orchestration, social
activation, and cognitive analytics.
Enterprise adoption of the power of the crowd allows specialised skills to be
dynamically sourced from anyone, anywhere, and only as needed.
Companies can use the collective knowledge of the masses to help with
tasks from data entry and coding to advanced analytics and product
development. The potential for disruptive impact on cost alone likely
makes early experimentation worthwhile, but there are also broader
implications for innovation in the enterprise.

Management of emerging technologies

Spitsberg et al (2015) indicates that organisations should identify
‘megatrends’ which “are often a breeding ground for new innovation and
disruption and can inform strategy. Focusing on defined megatrend areas
offers a way to position the company in markets likely to see growth”.
Examples of megatrends are:
• Cleantech: technologies and services that aim to protect or improve the
environment by reducing waste and emissions
• Emerging market growth: solutions addressing the challenges of rapid
urbanization in Asia and other regions, along with products targeting the
rising middle-class population in growing economies
• Demographic change: services and products to address twin
demographic shifts: an aging population in developed economies and
the rising tide of millennials entering the workforce
• Digitisation: the confluence of inexpensive sensor technology, low-cost
data storage, and faster processor speeds ushering in big data and the
‘Internet of Things’

Topic 8 and 9 – Emerging and Disruptive Technologies 5

 Organisations need to develop the ability to recognise technologies that can
best be exploited through understanding the megatrends, and to drive
investment in them. The framework for identifying and developing
technology-based business opportunities in new areas is detailed in Figure
1. This framework includes:
 Understanding and assessing market trends
 Understanding and assessing technology trends, using tools such as
technology mapping
 Identifying emerging business opportunities and deploying resources to
commercialise new technologies into identified markets

Figure 1: Identification and exploitation of new business opportunities

(Spitsberg et al, 2015, p.25)

Management of disruptive technologies

Possible future disruptive technologies
6 Managing Technology and Innovation Strategy
Clayton Christensen whose seminal work and theory provides us with an
insightful understanding of disruptive technologies provided the following
responses in an interview in 2015 (Se, A, 2015):
Which are the industries that you see getting disrupted a few years down
the line or industries that are already on the verge of being disrupted?
“Higher education, I think, is being disrupted in a powerful way. In IT, large
companies are being disrupted by smaller companies with cloud-based
companies. In defense, our traditional ways of organising defense is getting
disrupted by terrorism. Our armed services are not organised to deal with
terrorism as a disruptive force.”
What’s a reliable way to predict that a new technology will be a successful
disruptor in the future?
“When thinking about how to predict disruptions, it’s crucial to remember
that it’s not about the technology itself; disruptive innovation refers to a
strategy that employs a technology, but the technology itself isn’t
disruptive. The case of the transistor shows that the technology itself isn’t
defined as disruptive but rather the application of the technology can be
disruptive, or not. Often technologies that are applied in disruptive ways
are created by the incumbents but because they try to position it as a
performance improvement to their existing offerings, it doesn’t become
disruptive until an entrant repositions it in line with a disruptive strategy.
Therefore, the crucial question to ask is “what’s a reliable way to predict
that a new strategy will be a successful disruptor in the future?” There are
common elements of all disruptive strategies. First the strategy must target
over-served customers or customers in a new market with products that are
cheaper and simpler than existing offerings. For customers in a new
market, the product must solve a job that they’re already trying to solve.
To be cheaper and simpler, the product must possess an enabling
technology that allows it to fulfill the job for which it’s hired at a lower
price than incumbent offerings.”

Sing-Won (2013) identified seven disruptive technologies for future

industries which he believes will “likely vitalise related industries,
overcoming limits in technology innovation and changing the future of
industries”. The expected changes in existing industries, other industries,
and in new businesses/markets is summarised in Figure 2.

Topic 8 and 9 – Emerging and Disruptive Technologies 7

 Figure 2: Likely effects of disruptive technologies (Sing-Won, 2013, p.95)

Discussion
In a short video on the McKinsey & Company website
Google Executive Chairman Eric Schmidt addresses the
technologies and trends likely to have the greatest
disruptive impact on economies, business models, and
people.
http://www.mckinsey.com/insights/high_tech_telecoms_i
nternet/disruptive_technologies
Do you agree with Schmidt’s views?
What are the implications for your organisation?

An example of a likely disruptive technology is adaptive manufacturing, or

3D printing. This technology is being highlighted by many researchers,
including those described above. The question is: what advantage does 3D
printing have which will allow it to be a technology disruptor?
Petrick and Simpson (2013) demonstrate that the rise of 3D printing will
replace the competitive dynamics of traditional economies-of-scale
production with an economics-of-one production model, at least for some
industries and products.” Table 2 summarises this comparison:

Table 2: Comparison 3D printing and conventional manufacturing (Petrick,

Simpson, 2013, p.13)

Economies of scale Economies of one

Sources of Low cost, high volume, End-user customisation
competitive high variety
advantage
Supply Sequential linear handoffs Non-linear, localised
8 Managing Technology and Innovation Strategy
chain between distributed collaboration with ill-
manufacturers with well- defined roles and
defined roles and responsibilities
responsibilities
Distribution High volume covers Direct interaction between
distribution costs local consumer/client and
producer
Economic Fixed costs + Variable Nearly all costs become
model costs variable
Design Simplified designs dictated Complex and unique designs
by manufacturing afford customisation
constraints
Competition Well-defined set of Continuously changing set of
competitors competitors

“3D printing removes the cost barrier of traditional fixed-equipment

manufacturing and the distance barrier raised by widely distributed
suppliers sourced based on cost. From a time perspective, 3D printing has
the potential to reduce the time barrier through a tighter coupling of
design and production in an experimental fashion. Meanwhile the capability
to print 3D metal parts opens the door to innovations in numerous
industries, such as aerospace, medical and oil and gas.”

Deloitte (2014) confirms that the main advantage of 3D printing is that a

small number of products can be produced at a relatively low cost
compared to traditional manufacturing as shown in Figure 3.

Figure 3: Cost curves for 3D printing and traditional manufacturing

(Deloitte, 2015, p.6)

Management of disruptive technologies

Christensen et al (2015) describes disruption as “a process whereby a
smaller company with fewer resources is able to successfully challenge
established incumbent businesses.” This occurs as follows:

Topic 8 and 9 – Emerging and Disruptive Technologies 9

  Incumbents focus on improving their products for their most demanding
(and usually most profitable) customers; they exceed the needs of some
segments and ignore the needs of others.
 Entrants successfully target those overlooked segments, gaining a
foothold by delivering more-suitable functionality—frequently at a lower
price.
 Incumbents, chasing higher profitability in more-demanding segments,
tend not to respond vigorously
 Entrants then move upmarket, delivering the performance that
incumbents’ mainstream customers require, while preserving the
advantages that drove their early success
 When mainstream customers start adopting the entrants’ offerings in
volume, disruption has occurred
There are many examples of disruption. An example summarised below is of
Kodak (Lucas and Goh, 2009); the author’s also assess Kodak’s experience
with Christensen’s theory of disruptive innovation.
Kodak is unique in that it developed and patented many of the components
of digital photography, yet this new form of photography has had a serious,
negative impact on the firm.
George Eastman founded the Eastman Kodak Company in 1880 and
developed the first snapshot camera in 1888. Kodak invested heavily in film
and when colour photography was introduced, it was one of the few
companies that had the knowledge and processes to succeed. Kodak’s
photofinishing process quickly became the industry standard for quality. As
a result, most of the power of the corporation centered on its massive film-
making plant, and historically CEOs came from manufacturing jobs at the
factory. Kodak had introduced more than 50 products that were tied to the
capture or conversion of digital images. In 1990 Kodak began to sell its
Photo CD system in which a consumer took a roll of film to a photofinisher
who placed images on a CD-ROM rather than paper. The consumer needed a
Photo CD player to see the images on a TV screen. However, costs were too
high and the product never achieved the success Kodak had forecasted.
Kodak went through a total of seven restructurings during the period
between 1983 and 1993. In 1993 Kay Whitmore, a Kodak insider, stepped
down as chairman to be replaced by George Fisher, the CEO who had turned
around Motorola. The board saw Fisher as a ‘digital man’. One of Fisher’s
first strategic moves was to refocus Kodak on photography; he sold the
companies in its health segment. He also went after Fuji and the Japanese
government for restraining the sales of Kodak products. Fisher did not give
up on film; he believed that China was an emerging market with great
potential for photography and invested heavily there in a joint venture with
the Chinese government.
By 1996, Kodak had cut $50 million from the cost of film and paper
production and had reduced cycle times; what used to take months could
be done in less than a day. By 1997, digital camera sales were increasing by
75% a year while film camera sales increased by only 3%. By this time there
were many new entrants in digital photography, mostly Japanese
electronics firms. In 2000, the value of digital cameras sold passed the
value of film cameras. That year Fisher left as CEO and was replaced by
Daniel Carp. In 2001 sales of analog cameras dropped for the first time.

10 Managing Technology and Innovation Strategy

In 2002, Kodak bought Ofoto, an online picture service, signalling a greater
commitment to digital photography. In the same year, Kodak closed its film
camera factory in the US. The 2004 chairman’s letter reported on progress:
‘‘In the first full year of its digital transformation strategy, Kodak came out
of the gate at a full gallop-and we continue to build momentum”. In 2005,
Carp stepped down early as chairman and was replaced by Antonio Perez.
Fuji and other brands began to compete heavily with Kodak, offering high
quality film at 20% below Kodak’s price. By 1993 Fuji had a 21% market
share of worldwide film sales. In addition to pressure from competitors,
investors have been highly critical of the company and its management.
Share prices rose during Fisher’s first 4 years of leadership (1993–1997), and
then began a precipitous decline during Carp’s chairmanship starting in
2000.
The transformation from conventional photography to digital photography
took about two decades. Information and communications technologies play
as important a role in digital photography as the camera, itself. The
computer is a vehicle for editing, saving, storing and ultimately sharing
photographs with others. The Internet is the vehicle for the distribution of
multiple copies of an image to different recipients.
Paul Porter, Kodak’s Director of Design and Usability, commented: “We
were way ahead of the curve in digital even though we were pretty much a
film and chemical company. We did a lot of research in digital because we
knew at some point in time the world would change. We invented the
digital camera. So, being the first ones there we continuously worked in the
labs so to make sure when that change was made we were prepared for it.
So we have the expertise in the research labs to generate these innovations
that make our experience either, more gratifying, more intuitive or better
connected than what other people do.”
As prices fell and performance of digital cameras improved in the 1998 time
frame, there was a dramatic increase in the sales of digital products. The
movement toward digital photography has a huge adverse impact in firms
that had historically been in the photography business such as Kodak, Fuji
and Konica Minolta. When photography moved from film to digital, it
invited a whole new group of competitors into the marketplace. Companies
like HP, Lexmark, Epson and Canon suddenly became photofinishers with
their colour printers, some of which were designed to work easily with
digital cameras to produce prints.
For Kodak, the invention and growth of digital photography was clearly a
disruptive technology that had a dramatic impact on film sales. The move
to digital changed the process by which the consumer captured, displayed
and shared images. Figure 4 describes how Christensen’s theory applies to
Kodak, and how Kodak’s history deviates from this theory:
 Christensen comments that disruptive technologies produce products
that are typically cheaper, smaller and often more convenient to use
than traditional products: digital cameras were an expensive curiosity at
first, but soon producers improved their performance and they
constantly reduced prices. Kodak seriously underestimated how quickly
the demand for this new technology would grow.
 Christensen’s theory predicts that firm resource-allocation processes
discourage investment in potentially disruptive technologies: however,
Kodak did invest massive amounts in digital photography. It just never
had much to show for it. Product development and sales were scattered
Topic 8 and 9 – Emerging and Disruptive Technologies 11
 over more than a dozen divisions, at one point the company had 23
different digital scanner projects under development.

Reflection

Reflect on the following:

Are there any lessons from Kodak’s experience which is

relevant to your organisation?

What recommendations would you make to your

organisation to minimise the risk of future disruption?

Figure 4: Kodak and Christensen’s theory of disruptive technology (Lucas,

Hoh, 2009, p.52)

12 Managing Technology and Innovation Strategy

 Discussion Board Activity
Post your responses to the following questions on the
discussion board:
1. Do you believe that Uber is a disruptive technology
according to Christensen’s theory?
2. Motivate your answer

Summary
Emerging technologies break new territory in a field. Disruptive
technologies create new markets and disrupt an existing market and
displace an existing technology.
A number of credible researchers provide predictions of emerging
technologies such as 3D printing; many of these emerging technologies are
enabled by advances in information and communication technology such as
cloud technology.
Organisations need to manage emerging technologies through: identifying
relevant megatrends, assessing market and technology trends, and
resourcing and commercialising new technologies into identified markets.
Disruptive technologies have common elements as follows:
 Incumbents over service their best customers/markets
 Entrants target overlooked segments by delivering more functionality at
a lower price
 Entrants move upmarket and target the incumbents market/customers
 The incumbent’s customers start adopting the entrants offerings in
volume

References
1. Meyerson B, “Top 10 emerging technologies of 2015”, World Economic
Forum’ Meta-Council on Emerging Technologies, 4 March 2015,
http://www.weforum.org/agenda/2015/03/top-10-emerging-
technologies-of-2015-2/
2. Gartner Consulting, Top 10 technology trends for 2015,
http://www.gartner.com/newsroom/id/2867917
3. http://www.technologyreview.com/
4. Deloitte University Press, Tech trends 2014,
https://www2.deloitte.com/content/dam/Deloitte/fpc/Documents/se
rvices/systemes-dinformation-et-technologie/deloitte_tech-trends-

Topic 8 and 9 – Emerging and Disruptive Technologies 13

 2014-en.pdf
5. Spitsberg I, Verti MJ, Sudhir Brahmandam S, Coulston GW,
“Capitalizing on Emerging Technologies: A Path to Creating
Opportunities in New Markets”, Research Technology Management,
July-August 2015, pp.17-27
6. Eric Schmidt on disruptive technologies,
http://www.mckinsey.com/insights/high_tech_telecoms_internet/disr
uptive_technologies
7. Sung-Won J, “Seven disruptive innovations for future industries”, July
2013, SERI Quarterly, pp.94-98
http://www.seriworld.org/16/qt_Section_list.html?mncd=0301&dep=1
&pub=20130321&year=2013&pubseq=329
8. Anirban Se interviewing Clayton Christensen, “Disruptive technology is
a strategy, not just the technology”, Business Today, January 4, 2015
9. Christensen CM, Raynor M, McDonald R, “What is disruptive
innovation”, Harvard Business Review, December 2015, pp.45-53
10. Lucas HC, Goh JM, “Disruptive technology: How Kodak missed the
digital photography revolution”, Journal of Strategic Information
Systems, 18, 2009, pp.46–55
11. Petrick IJ, Simpson TW, “3D printing disrupts manufacturing”,
Research Technology Management, November-December 2013, pp.12-
16

14 Managing Technology and Innovation Strategy