This deck explores how new technologies or business models can disrupt existing industries. Learners discover how disruptive innovations often start in overlooked markets before transforming entire sectors. The cards explain how companies adapt — or fail to adapt — to technological change.
Flashcards combined with spaced repetition improve active recall. You review at the right time, retain knowledge longer, and track progress card by card.
Card 1
It changes the basis of competition by redefining what customers value.
Explanation
A disruptive innovation shifts which attributes matter most, forcing competitors to play by new rules.
Common mistake
Confusing any big technological advance with disruption, even when competition logic stays the same.
Card 2
In overlooked segments that incumbents consider low value.
Explanation
Sustaining innovation targets core, profitable customers, while disruption starts where incumbents pay little attention.
Common mistake
Assuming disruptive innovation always targets the most attractive customers first.
Card 3
Over-served customers willing to accept lower performance for lower cost.
Explanation
Low-end disruptors attract customers who do not need the full performance of incumbent products.
Common mistake
Thinking low-end disruption focuses on customers demanding the very best features.
Card 4
Non-consumers gain a simple, affordable way to start using a product.
Explanation
New-market disruptors turn non-consumption into consumption by offering simpler, cheaper access.
Common mistake
Confusing new-market disruption with selling a nicer version to current heavy users.
Card 5
Radical innovation fundamentally alters technology or business models.
Explanation
Incremental innovation refines what exists, while radical innovation creates a major break from the past.
Common mistake
Labeling any large feature update as radical without a real underlying shift.
Card 6
It captures value in a new way that incumbents struggle to copy profitably.
Explanation
New business models can upend who earns money and how, even with existing technology.
Common mistake
Believing disruption always requires a breakthrough technology instead of a new profit logic.
Card 7
Technology enables the offer, while the business model enables industry reshaping.
Explanation
Technology makes new solutions feasible, but the business model determines how value is created and captured.
Common mistake
Focusing only on the tech and ignoring how money is made and shared.
Card 8
Products exceed customer needs, creating room for simpler alternatives.
Explanation
When performance surpasses needs, customers can accept lower specs for lower cost or convenience.
Common mistake
Assuming customers endlessly value more performance regardless of added complexity or cost.
Card 9
A vulnerability where cheaper, simpler products become acceptable alternatives.
Explanation
Once incumbents overshoot, many customers no longer need all that performance and consider leaner options.
Common mistake
Thinking overshoot only strengthens incumbents by making their products unbeatable.
Card 10
These segments face weak incumbent response because profits appear unattractive.
Explanation
Incumbents ignore or under-serve small or low-margin segments, giving disruptors room to grow.
Common mistake
Assuming disruptors must attack the most profitable segment first to succeed.
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