you're forgetting the decoupling part,

Business is very iterative. It's not rational

@@omuani Yes. But if you do have a rationale, it would be better. My motto is "wrong plan is better than no plan".

Sounds like gambling to me

@@MCLottotv yeah, gambling all the way. But businesss is less risky and is not a zero sum game.

You make a compelling case for Christensen’s approach in business disruption, particularly noting its effectiveness in allowing new entrants to carve out a niche quietly before taking on industry giants. This strategic subtlety indeed seems less confrontational and perhaps more sustainable in the long run. However, considering the dynamics of modern markets, Teixeira's theory could also have its merits, particularly in industries that are ripe for rapid transformation due to technological advances or shifting consumer expectations. To add another dimension to this discussion, let's consider the example of Netflix in the digital streaming industry. Initially, Netflix did not confront traditional giants directly. Instead, they offered a DVD rental service by mail, targeting a niche market of movie enthusiasts who were underserved by the inconvenience of physical rental stores. This approach aligns with Christensen’s strategy of focusing on overlooked segments. Over time, as they established a strong customer base and a robust distribution network, Netflix shifted gears by introducing streaming services. This move, which decouples content consumption from physical and scheduled constraints, embodies Teixeira’s idea of disrupting existing business models. It was a direct challenge to the established practices of cable and rental services, leveraging technological advancements to disrupt the status quo. Netflix’s strategy showcases how a company can start with a Christensen-like approach to gain initial traction and then adopt Teixeira’s aggressive disruption tactics as they grow stronger and more capable of handling competitive pressures. This dual strategy allowed Netflix to not only enter the market with minimal resistance but also to redefine it entirely, demonstrating the potential effectiveness of integrating both theories depending on the stage of business development and market conditions. Your preference for Christensen’s method is well-justified, especially in industries where a quieter entry might prevent immediate and possibly overwhelming retaliation from incumbents. However, the Netflix example illustrates that there could be strategic value in eventually shifting toward Teixeira’s approach as companies stabilize and look to capitalize on broader systemic inefficiencies. What are your thoughts on the potential for such a phased or hybrid approach in business disruption strategies?

@@scrollblau2262 Thank you for the thoughtful comments. I believe we are on the same page, as I also think that starting with a niche market but having the ambition to revolutionize the business world is crucial. Without such ambition, a business would remain a mom-and-pop store. The revolutionary force of Amazon is a perfect example of this. Jeff Bezos embodies the philosophy of "think big, but start small." When Bezos quit his Wall Street job to start an internet company nearly three decades ago, envisioning a future where people could buy refrigerators online, many thought he had gone mad. At that time, hardly anyone believed they would buy anything online when they could “easily” do the same at brick-and-mortar stores. Despite his dream of revolutionizing the business world, Bezos began Amazon by selling used college books from his proverbial garage, packaging the books himself. I recall him mentioning in an interview that his first business purchase was knee pads because he needed to wrap the books on the floor. Bezos dreamt big but didn't start by attacking the entire market. Instead, he began small, proving his concept step by step.

I think he explained what you are talking about when he described the way Uber met the needs of people that could not be served by existing taxi companies. Once they had a solid taxi service they then branched out and disrupted other industries.

@@DanielSolis33 I guess I am turned off by the speaker's apparent assumption that business is a science that can be replicated, when in truth even the best chemistry experiments face replication problems (with many experiments not being replicable, as highlighted by the replication crisis in science). Most startups are constantly pivoting, demonstrating that business success is not algorithmic or easily replicable. As seen in the case of Netflix vs. Blockbuster, which I learned about from the podcast "Business Wars" (not on Netflix), Blockbuster tried to steal Netflix's process and approach but could not copy the soul of Netflix - its software and innovative culture.

Cheaper Faster Easier ... Make it more FUN 🎉😂❤

Take solve problems of other people

Also Uber is de facto just a taxi without taxi regulation

@@ravanpee1325 this is such a crucial point, it skirted regulations to achieve scale, this is a hard thing to do unless you're pioneering something new which can fall in a legal grey area

@@sriramananthakrishnan138 It's not scaling but rather which company has more Lobbying power to doge regulations like Boeing now or the Sacklers in the past with the Opiod crisis

It's 2024, everything but brand new technology is on the Internet for Free 😂

Do you know LeBron?

Not in this case, read the book, it is called research

not everyone knows this

literally

Yep

That shows you don’t know the difference between ‚street knowledge‘ and ‚book knowledge‘

The value are the connections

Yep. Portuguese looks like Arabic

This comment says a lot about your literacy. You’ll never get ahead with that mindset.

That definitely wasn’t the initial idea and motivation behind Uber, but it is the problem they eventually solved, so he’s not entirely wrong.

This your comment nearly made me stop watching this wonderful video. The Uber example is just one example, and he's not here to talk about history of Uber. Hes just talking about the value Uber offers and the problem they solved. Please stop spreading bad energy.

👏👏👏

Lol sounds like the Quran.

Oh, you were behind the scenes at Uber? No? Cool.