For sure. It is such an interesting problem. You innovate a product that people love. Obviously you should exploit that. But how do you keep the exploration going, especially after you are an enterprise where the exploration might result in a disruption of your core business?
An interesting example of that is Sony. They had the Walkman and Discman. They were exploring a digital form, like the IPod, but rejected it on the basis that it would disrupt their core portable music offerings.
This feels a good example like what Clayton Christensen’s Innovator’s Dilemma talked about. 🤔
For sure. It is such an interesting problem. You innovate a product that people love. Obviously you should exploit that. But how do you keep the exploration going, especially after you are an enterprise where the exploration might result in a disruption of your core business?
An interesting example of that is Sony. They had the Walkman and Discman. They were exploring a digital form, like the IPod, but rejected it on the basis that it would disrupt their core portable music offerings.
Nokia is another cool story about how companies can grow into very different versions of themselves https://medium.com/wardleymaps/finding-a-path-cdb1249078c0
They are a great example! So is Phillips. They sold off the lighting business and pivoted to healthcare technologies.