discovery skills importance

For the exclusive use of Y. Zhang, 2019.

This document is authorized for use only by Yijia Zhang in ENTR 2301 Ruth 2 taught by Ruth Raubitschek, Northeastern University from Jan 2019 to Jul 2019.

The DNA of Disruptive Innovators

described as poor managers because they lack the ability to fol-

low through on their new business ideas and are often irra-

tionally overconfident in them. Moreover, they are more likely to

make decisions based on hunches and personal biases rather

than data-driven analysis.11 Not surprisingly, the conventional

prescription for these problems is to replace the entrepreneurs

with professional managers—individuals with proven skills at

delivering results. At this point in the business life cycle, profes-

sional managers who are better equipped to scale the business

often replace the entrepreneur founders. When such replacement

occurs, however, key discovery skills walk away from the top man-

agement team.

Start-up stage

Growth stage

Mature stage

Decline stage

Organization imperative

Organization primarily rewards

• Develop and launch new business idea

Discovery skills

• Scale the new business idea • Build processes to execute consistently and systematically

Delivery skills

Delivery skills

Delivery skills still

dominate but discovery

skills increase in importance

• Exploit resources and capabilities generated during growth stage.

• Harvest, find, or develop other new business ideas

Delivery skills

Discovery skills

Discovery skills

Organization secondarily

rewards