Business View Magazine | March 2019

12 growth as disruption has been," the authors write, pointing to innovations such as Viagra, online dating, microfinance, life coaching, Post- it Notes, health clubs, and environmental con- sulting as prime examples of innovations that have created all-new markets. "Despite all this, our recognition of the significance of nondis- ruptive creation is little more than nascent." To deepen our understanding of this phenome- non, Kim and Mauborgne define nondisruptive creation; outline its distinctive advantages for established companies, startups, and society; offer a framework to help leaders charged with driving innovation achieve the kind of growth that best suits their companies; and spotlight which strategies trigger nondisruptive creation and which lead to disruption. Among the benefits of a nondisruptive ap- proach for established companies and startups alike are: • Making execution emotionally and politically easier: Nondisruptive creation opens a less threatening path to innovation for established companies. It doesn't directly challenge exist- ing businesses or the people who make their livelihoods in them. • Offering a good counter-response to disrup- tion. Nondisruptive creation can be an effec- tive way to respond to industry disruptors. By creating new markets, companies can preempt obsolescence and unlock value. • Avoiding Goliath. Nondisruptive creation gives smaller companies an alternative to squaring off with entrenched market leaders with far greater financial and marketing re- sources. • Reducing conflicts with social interest groups and government agencies. When the OPENING LINES