Seven steps to become a destructive innovator (Part 5) -How to start a destructive new business to learn with Dr. Shunka (Shunpei Tamada -8th)

In the previous column, we learned about the idea of selecting ideas suitable for our company from many ideas issued in brainstorming.A destructive innovation for a company is a new product and new services that cannot be bought because the performance is too low even if it is shown to the good customers of the company.。And the "company" can be a rival company or a company.Therefore, innovation can be classified into four types: (1) destructive or sustainable for rival companies, or (2) destructive or sustainable for the company (2).See the figure below).

Destructive for that innovation?

This time, let's learn how to realize an idea that is "destructive for the company", which is the last type of four types of innovation, but also "destructive for other companies".

From time to time, I am a long -lasting business owner, "I always break the company in the company, but I don't come out of the company easily. What should I do?"You may be consulted about your worries.However, through the theory lens, it is very natural.

In the first place, destructive innovation is (1) because of low performance, and its existing customers are rejected that "such a toy is not needed", and (2) how much it sells because it targets a completely new market.It is an innovation that has the characteristic that it will not be clear (or it will not be profitable because it targets the low -end market).

Therefore, it is a large company that highlights the maximization of existing customer satisfaction and the maximization of profits, and no matter how much the top management breaks out from the top, it is deeply rooted in the company."Priority)" "and" processes "are" resistance ", and destructive plans can never pass through in -house decision -making processes with many levels.

Therefore, a large company saying "Create a destructive innovation" means that it is an optimal evolution of a highly evolved in the empty rise like an arrow, saying, "I dive on the ground from today and make a earthworm along with the moles.It is impossible to be caught, and it is impossible.

So how do you prevent a large company from being destroyed?There are four approaches that the theory teaches.

There are four.This time, I will describe (1) in detail about (1) starting another organization that gives priority to destructive innovation.

It is theoretically impossible for existing organizations to cause destructive innovation.In order to achieve that purpose, (1) establish a separate organization to provide sufficient management resources, and (2) Give the destructive innovation execution priority (priority) and business processes.(3) It must be operated by the top (described later) such as the "Maxwell Devil", which is a fictional entity in thermodynamics.

This is a method that has recently attracted attention in Keidanren's reports as "Dejima".Sony's "Startup Acceleration Program" also applies to this theory.

First, the importance of independent organizations.A common mistake is that when a destructive innovation idea is born in the company, it will be left to the "existing business department".

The Division, which has been thrown in destructive ideas, is working on sustainable innovation to maximize the satisfaction of the customer who is now, so it runs on a "destructive idea that does not know if it can be sold".You will have to leave the resources without allocation.

No matter how good an idea, it is inevitable that if you do not have enough nutrients, you will die.Therefore, if you want to have a destructive innovation, you need to establish an independent organization and use the internal and external venture capital to provide sufficient management resources that can be used freely.

In addition, the value standard of existing organizations may have an incentive (trigger) in charge of sales in order to evaluate selling more expensive products and achieve it.It would be difficult for sales staff to work in these organizations to sell destructive products with low prices and low profit margins.

This is because the sales staff will go to a good customer who uses existing products first in the morning to get as many incentives as possible, and spend the most time to sell the upgraded version of existing products at a high price.Destroyed products that are not seen by excellent customers will not be sold much because they will not be recommended from here.

If Sony advanced to the home game console market, if you were working in a business department in the company, you would set a high sales price with a certain amount of interest in the cost of hardware like other electronics manufacturers.It would have been average result.

However, unlike the value standards of the Sony itself, Sony, Sony, as a separate company with a new value standard of "making money in platform business" such as software manufacturing outsourcing expenses, "Sony Computer Entertainment" (then).We have set a goal to spread the "PlayStation" at least 1 million units.

In order to achieve this, the CPU is ordered by ordering 1 million units, reducing the cost, and the "PlayStation" with a three -dimensional image processing capacity of the high -end (high -performance) graphics workstation at the time was cheap at the time.We sold at a price and spread it, and called a leading soft house to the PlayStation platform, and created the Kinjo -yaike that continues.

The same is true for business processes.In order to realize a destructive business model, it is often difficult for existing organizations to work together in the same way.

For example, Honda, who sells cars for consumers in Japan, manufactures an aircraft designed with a new combination of new technologies in order to succeed in the business jet business, and the US Federal Aviation Bureau in the United States.It was necessary to approve and sell it to US companies, not Japanese individuals.For this, it is desirable to establish an independent organization with a completely new business process.In fact, Honda has created another company with a process specializing in business jet development and sales in the United States, and has gained top -class share in the small business jet market.

If you have created another organization to carry out the destructive business, the following questions will be forced.(1) Should the brands that attach to destructive products be the same as the parent?(2) Should I accept the human resources of the parent company?(3) Should I accept various advice from the parent company?(4) How many other management resources of other parent companies should be used?

The answer to these questions is basically no, but the solution is theoretically determined.

Therefore, the top, who is in charge of the management of an independent organization, must behave like the "Maxwell Devil", a fictional entity in thermodynamics.In other words, you have such courage and authority to open the door for the advice and management resources that you think is necessary, and how much you think is good, but if you do not need it, closing the door in front of you.Leaders are essential for tissues for destructive innovation.

How was it?If you want to deepen your study, please pick up my book, "7 steps to become a destructive innovator in Japanese innovation" at a nearby bookstore.

⇒ Shunhei Tamada's column "How to start a destructive new business learning with Dr. Shunpita" If you want to read the 7th

⇒The Tamada Shunpei -san's column "How to create a destructive new business learning with Dr. Shunpaita" Click here for more

⇒ Go to the top celebrity column "Ichibi Ichi" who is active in the forefront of each field

Shunhei Tamada

Kwansei Gakuin University Graduate School of Management Strategy, Doctor (Academic) (University of Tokyo)

Born in Tokyo in 1966.After graduating from the University of Tokyo, he joined the Ministry of Trade, Industry (currently the Ministry of Economy, Trade and Industry).He belongs to Professor Michael Porter at Harvard University Graduate School, and he studies the relationship between competitiveness and strategy, and is instructed by Professor Clayton Kristensen about destructive innovation management.He is a full -time lecturer at the University of Tsukuba, and has been in his current position for Fellow, an Economy, Trade and Industry Research Institute.He has authored books such as "Seven Steps to Become the 2nd Edition Destroyed Innovator in Japan Innovation" (Sho swimsha), and "Kansai Gakuin University Press Publishing) (Kansai Gakuin University Press)There are long -selling "Innovation Dirmma" (Shosha) and "Solving to Innovation" (Shosha).

* This description is the view of an independent author who is not directly related to the Company.* Please note that the information listed may differ from the latest product, law, tax system, etc.