Disruption Planning: How to Anticipate, Prioritize, and Respond to Disruptive Threats
Disruption Planning: How to Anticipate, Prioritize, and Respond to Disruptive Threats
In 2012, Procter & Gamble’s grooming division was an $8.3 billion business. By 2016, it had lost over $1.5 billion in net sales. The threat didn’t come from a rival consumer goods company. It came from a startup selling razors through the mail.
P&G saw Dollar Shave Club coming. They had more data, more resources, and more market intelligence than almost any company on earth. They still couldn’t stop it.
The problem wasn’t information. It was the way they were looking at it.
Most organizations monitor trends. Very few have a structured process to distinguish a genuine disruptor from noise—or to convert that insight into action before it’s too late.
In this session, you’ll learn:
- Why Clayton Christensen argued that Uber is not actually a disruptor and why that distinction matters
- A five-step process for identifying where your competitive advantages are most vulnerable
- How to separate real market signals from noise using a structured “Monitor, Plan, Act” framework
- Real-world case studies from healthcare, retail, and manufacturing
By Peter Grimm, Practice Leader, Strategy & Operations