Disruptive Strategies is an advisory firm grounded in the work of Harvard Business School's Clayton M. Christensen. We help executives spot the threats that incumbents miss — and build the new growth engines that incumbents can't.
Most strategy work optimizes the present. We help you build a defensible read on the future — and act on it before your competitors do.
A structured read on which competitors, business models, and entrants pose existential risk to your core — and the timeline you actually have to respond.
Learn more →We uncover the deeper progress your customers are trying to make — and turn that insight into product, pricing, and positioning decisions that compound.
Learn more →We design and stand up the autonomous business units that let large companies pursue disruptive opportunities without being strangled by the core.
Learn more →An honest look at your Resources, Processes, and Values — and which of them are quietly making the next move impossible.
Learn more →Where in the value chain will the money move next? We map integration vs. modularity shifts and tell you which side of the line to be on.
Learn more →Half-day immersions that get your board and leadership team aligned on the disruption thesis — and committed to a plan they will fund.
Learn more →The companies that get displaced rarely fail because they are badly run. They fail because they listen carefully to their best customers, allocate capital to their highest-margin products, and out-compete on every dimension that used to matter.
That is the Innovator's Dilemma. Our work helps leaders see it clearly enough to act.
"Disruption is a process, not an event — and the data you need to see it is rarely the data your dashboards report."
— Disruptive Strategies, opening principleThe customers paying you the most are the ones least likely to tell you what's coming. A field guide to listening past the loudest revenue.
Read essay →Most internal "innovation labs" fail not because they pick the wrong ideas, but because they sit inside the wrong RPV.
Read essay →Where the next decade of margin will move — and the integrated incumbents that will be left holding the wrong end of the value chain.
Read essay →Send us a short note about where you are and what's on the table. We'll come back within two business days with a focused recommendation — engagement or not.