Leaders spend a lot of time thinking about how to be disruptive—to unseat bigger players through a combination of innovative technology and new business models. But they spend a lot less time asking themselves, How likely are we to get disrupted? And that’s a problem.
Disruption often feels like it comes out of nowhere, but it doesn’t. It comes from the corners leaders aren’t looking at, and from companies leaders consider outside their industry. By not getting in touch with the vulnerabilities of their own organizations, leaders leave their companies open to harm, both strategically and financially.