Reprinted from Rhudy & Co. blog post.
I had never even heard of the term “disruption” as a positive before our Rhudy & Co. annual retreat, but now it seems I see this everywhere.
Techcrunch.com says, “A disruptive product addresses a market that previously couldn’t be served — a new-market disruption — or it offers a simpler, cheaper or more convenient alternative to an existing product – a low-end disruption.”
Think about Google and how it entered the advertising marketplace previously fairly monopolized by Yahoo! Yahoo’s business model required advertisers to make a $10,000 minimal ad investment. Google offered a self-service ad product for as little as $1. You know the rest.
At our retreat we discussed, “Consulting on the Cusp of Disruption,” in the October 2013 Harvard Business Review.
As a nimble communications company, our business model is solid. We have a select group of incredibly talented people with an ingrained service mentality that serves clients well. But competition is fierce.
As the HBR article stated, “ …a disrupter whose product was once barely good enough achieves a level of quality acceptable to the broad middle of the market, undermining the position of longtime leaders and often causing the ’flip’ to a new basis of competition.”
So how do we stay relevant, compete with new players, maintain excellent quality, and continue to bring new solutions to our clients?
At Rhudy & Co., we are more than problem solvers. We are proactive thought partners. We are not only invited to communications meetings, but often to business meetings and boardrooms. Our clients look to us to bring fresh, new ideas to the table.
Our team includes seasoned strategists, marketing and public relations experts, but also talented writers who are skilled at helping our clients tell their stories.
It is thrilling to be the disrupters ourselves. By bringing new ways of thinking, new technology and new solutions to our clients, we have sometimes won business from much bigger players. But we are mindful of the need to stay on our toes and not become too comfortable or complacent.
As the Techcrunch.com article ended, “Understanding disruption is hard. Disrupting is even harder.”