Unlocking the customer value chain: How decoupling drives consumer disruption

Harnessing the holidays, I gladly finished reading Unlocking the Customer Value Chain by Thales S. Teixeira and Greg Piechota. It is an excellent business book that you can find on understanding the dynamics of disruptive business models.

Digital disruption touches every industry and market regardless of demographics or geography borders, setting enduring shifts in market conditions. However, technology per se is not driving disruption in the markets; a groundbreaking business model with a profound knowledge of customers is.

Traditionally, incumbents have enabled customers to undertake all the activities to acquire goods and services in a sole chain. Now, upstart firms are decoupling or breaking chains apart, allowing customers to satisfy a chunk of consumption’s chain with them and the rest of activities with incumbents. Startups are decoupling, rearing their head in the market, offering to couple or fulfilling a sole or a few activities for customers, gaining an enviable share of the market becoming disruptors.

What if upstarts are bearing a single structural dynamic to disrupt a bunch of other industries. These hidden patterns would change decisions for incumbents’ leaders, clearing the way on, letting to respond methodically by deploying a strategic framework.