the mid-19th century, with the golden age of transatlantic ocean-going. The British company Cunard, a leader in the industry, transported millions of immigrants from Europe to the United States around the turn of the 20th century. By the end of World War II it had emerged as the largest Atlantic passenger line, operating 12 ships to the United States and Canada as it captured the flourishing North Atlantic travel market in the first postwar decade.
But the obsession with disruption obscures an important truth: Market-creating innovation isn’t always disruptive. Disruption may be what people talk about. It’s certainly important, and it’s all around us. But as our research and the case of Cunard reveal, it’s only one end of what we think of as the spectrum of market-creating innovation.
Corporate leaders have continually been told that the only way to innovate and grow is to disrupt their industries or even their own companies.which teaches preschool children how to count, name colors and shapes, and recognize the letters of the alphabet. The best part is that kids have so much fun watching it, with its lovable Muppets and songs, that they don’t even realize how much they’re learning.
Our research showed that nondisruptive creation is distinct from both disruption and blue ocean strategy, with a correspondingly distinct impact on growth.
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