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-
Organization primarily rewards
• Develop and launch new business idea
• Scale the new business idea • Build processes to execute consistently and systematically
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