Layton Christensen (2015, p.150) who is being broadly viewed as world’s principal management guru of recent times, had portrayed disruption as a diagram with both vertical and horizontal axes, with every industry having a unique metric on the vertical axis. For instance, in the airline industry, the vertical axis represents routes’ length that would ultimately measure their success. And for any airline company, they would prefer longer routes than shorter ones which is obviously due to profitability reasons. Consequently, giant airliners do focus on their business modeling, promotions and marketing campaigns on the long destinations, that has led new entrants like Ryan Air in Europe and Southwest in the United States to seize the opportunity and disrupt the area that was neglected by industry leaders, which is exactly the way that disruption basically happens.
While in the Information Technology sector, then Christensen highlighted that the vertical axis in their case is the magnitude of engagement, along with the growth potential with involved clients, where usually large IT firms focus more on big accounts and clients due to the same profitability reason mentioned in the earlier example. Consequently, the room will be opened for smaller IT players to grasp the market with less attention, and try to do the disruption there.
Christensen, C. (2015), ‘Disruptive Innovation is a Strategy, Not Just the Technology’, Business Today, 23, 26, pp. 150-158, Business Source Complete, EBSCOhost. Available online from: https://goo.gl/7aFBnI.