Business View Magazine | March 2019

13 social costs incurred by disruption become too great, social interest groups and government agencies often lobby against, rein in, or tax the disruptor. Nondisruptive creation imposes minimal adjustment costs on society and al- lows companies to largely avoid these nega- tive issues. Kim and Mauborgne also identify what makes leaders effective at recognizing brand-new problems to solve or brand-new opportunities to seize. Fundamentally, these leaders follow three steps to spot potential for nondisruptive cre- ation: • First: They tend to think deeply about burn- ing but overlooked issues in the world, their industry, or their vocation that they truly care about and that people or organizations are struggling with. • Second: They understand which organiza- tions or industries would typically address the problem or opportunity and figure out why they have overlooked it. • Third: They look for new technologies, plat- forms, and/or methods that allow them to solve the problem or seize the opportunity in a high-value, low-cost way. "The moment for a broader view of innovation has arrived," the authors conclude. "We need a model that recognizes and embraces both disruptive and nondisruptive creation, since they are complementary engines of growth. Focusing on only one leads to a biased view of what's possible and limits a company's poten- tial to create the markets of tomorrow."