That is when you try to stop a disruptive innovation.
Di Enrica Ruggeri.
Many of you might remember the Kodak case. This company had an innovation of historical importance, a revolution that shook up the world of photography and erased any competitor. However, they decided to ignore it and keep safe their core business.
‘That’s cute, but don’t tell anyone about it’. This was the reaction from the company management in 1973, when engineer Kodak Steven Sasson made the first system of image scanning, the forerunner of today’s digital camera. Kodak’s inability to foresee the disruptive power of this innovation went on for years, when the company marketing impeded the diffusion of the first digital Reflex, which was invented by Sasson himself, together with his colleague Hills.
This is one of the numerous examples of ‘disruptive innovations’, which means those inventions that completely revolutionize the using methods of a product or a service, giving birth to new reference markets, suddenly erasing even the most consolidated and successful business. There are dozens of similar situations, starting from the smartphone, which has cannibalized digital cameras and watches all at once, contributing to the pervasive development of new consumption and behavior models.
Therefore, a disruptive innovation is a risk, an escape from the traditional market, a paradigmatic change which is imposed because it can generate a relevant advantage for the consumer in terms of life simplification, accessibility and cost reduction. According to this idea, C.I.B ® – Creativity Inspired Business Model – was born. It’s a working methodology implemented by Aurelio Latella Advisory company, in order to help companies to innovate their products and services in a distinctive way, answer to the fast-growing economic, communicative and value-based needs and contribute to establish a strong brand notoriety.
Inspired from the principles of Design Thinking, which means design and problem-solving methodologies centered on the user’s needs, C.I.B Model ® uses a creative process to find effective and innovative solutions to complex and different problems. C.I.B. model, in fact, starts an intuitive and disruptive process, so a series of actions start. They make the final result unpredictable and ensure an innovative and unexpected output.
The central nucleus of C.I.B. Model is represented by the Creative Camp, an element of comparison and contamination between the management of the client company and external professionals (art directors, designers, strategy experts, communicators etc.) able to lead to technical and planned solutions concerning the product, the service, the business model and the organization, which the company on its own would have never imagined.
Here is an example. Please read about what we have done to reintroduce Séleco, a historical Italian brand for television and consumer electronics!
Main features of the C.I.B. Model
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