Microsoft Office is the incumbent and Google Docs would be the disruptor.
Intel is the incumbent and ARM chips are the disruptor.
And Cable TV, I guess, is the incumbent, and
Google Chromecast or a streaming video is the disruptor.
Delta Airlines is a standard airline and it's the incumbent.
Whereas Southwest has been a disruptor because
it's done something different what people really need.
Classic example of an incumbent and
a disruptor is is the tax service H and R Block and
the online self-develop service for doing your taxes in TurboTax.
So these are disruptors.
These are providing things that people want that people need
that the dominant firms or the established firms are not doing.
So here are some examples of the very
rich and abundant example.
That it has a timeline from top to bottom and has a range of market entry and
market appeal from the low end on the right-hand
side to new markets on the left-hand side.
And you can began to see these are innovators who have come into
the marketplace and they're all kinds of new innovators.
Seiko Digital Watches, MCI, and Sprint at that time.
Toys R Us was and innovator and a disruptor.
Circuit City, when it was introduced, was an innovator.
Home Depot was an innovator, Staples was an innovator.
Even at its early entry, personal computers,
all kinds of personal computers were innovators and disruptors.
And so in different ways, many of these businesses and
their activities were disruptors because they did something new and different.
So you can find examples of many, many disrupters in the marketplace,
and so we're going to take a look at one particular industry here to try and
show some examples of disruption.
And we're going to look at the healthcare industry,
something I pretty much everybody can relate to and understand.
And so we look at disruptive innovation players.
Where the majority of these include things like technology firms,
even nurse practitioners, and medical generalists serving
the least-to-moderate-demanding tier of patients.
And so that's the key thing,
the least-to-moderate-demanding tier of patients.
They are the customers who have let's say the least amount of demand.
They can accept the wide variety of things.
And so the disruptive actions that happen is where
disruptors actually confront dominant players to gain market access and
we're going to show you a way in which this happens.
So at one level, you have healthcare
solutions that are really at the simple tier, rule-based diagnosis and treatment.
It's very simple and very, very clear, and
it's almost almost evidence-based management.
Where you can build on what you already know and you can predict or
point out whether diagnosis is based on the history and
the research has been done and you can describe the treatment.
So it's very simple, you don't have to go to a doctor to do that,
you can almost self-administer that and for simple ideas.
A middle tier was where there is pattern recognition diagnosis and treatment.
So you need some expertise there but
not necessarily of you don't need to go to a hospital for that.
And then at the complex tier is where you have problem-solving diagnosis and
treatment with collective experience of team judgement.
So you might have elements of clinics or hospitals or places, like
the Cleveland Clinic or the Mayo Clinic that have specialized teams or Hopkins.
Where they have specialized teams that are capable of employing their team judgment,
their expertise and solving problems that are of greater concerns.