Dynamic Strategy and Disruptive Innovation

DYNAMIC
STRATEGY AND
DISRUPTIVE
INNOVATION
25/01/19

Table of Contents
 Introduction
 Internal Perspectives
 External Perspectives
 Marketing Perspectives
 Technological Perspectives
 Conclusion
25/01/19

INTRODUCTION
25/01/19
 Disruptive Innovation can be defined as the technology and its
application can significantly bring influences and effects the
way how industry or marketer functions.
 There are various factors that influences and effects the
organisation's innovation capacity and capability.
 In this presentation, analysis is done on the MHS's capacity
and capability for adapting disruptive innovation.
 The report will research and analyse about the internal,
external, technological and marketing perspective in details.

Internal Perspective
25/01/19
 Disruptive Innovation can be referred as the introduction of new
products or services into established company which performs better
and at a lower cost as compared with other existing offerings.
 And thereby, displacing market leaders in specific market space and
transforms the particular industry. The internal structure and culture of
organisation acts as a focal point of discussions related to the
innovation.
 There are various factors available in the internal business environment
which can affect and influence the organisation's innovation capacity.
 It includes values, culture, resources, employees and processes of
organisation.

To be Continued...
25/01/19
 According to the Christensen's disruptive innovation theory,
organisational culture manifests it as the RPP, i.e. Resources, Processes
and Priorities.
 This refers that organisational culture is made of these things.
 The managerial structure of MHS is top-down that refers all decisions
are made by General Manager and senior executive team of every
business unit.
 And then these are filtered down to lower levels of the hierarchy.

To be Continued..
25/01/19
 The culture of MHS is focused in such a way that they believe that
senior executives needs to come up through ranks.
 Thus, many top executives of MHS worked for an extended period and
mostly also worked within one business unit.
 This is considered as the internal perspective of company for
implementing disruptive innovation.
 In the MHS organisation, experience is considered as the key criteria
regrading the promotions.
 Thus, it can be concluded that internal perspective and factors of MHS
provides the capacity for bringing disruptive innovation.