The development of a disruptive innovation response framework within the South African insurance context: adapt, regenerate, transcend (Art)
type: CreativeWork
description: Companies, nations, governments and multilateral organisations are each in their context recognising that 20th-century approaches to innovation and competitiveness are no longer relevant or effective – with whole industries and economies challenged by the fastmoving and disruptive forces of 21st-century technologies that enable unprecedented innovative capability. The rate and scale of change and disruption calls for innovation thinking more suited to a world highly connected and networked and rapidly redefined by global digital architecture and alternative forms of value exchange, value creation and capture enabled through networks, platforms, and innovation ecosystems. For a mature industry to navigate potential disruption on this scale and possibly direct disruptive innovation of its own, will require a dramatic departure from innovation and business as usual. Christensen (1997) posits that disruptive innovation is the only way for incumbents to maintain market leadership and secure future growth. So how should mature firms respond to disruption, and which strategies are effective to become disruptive too? I undertake a grounded theory study into how specifically, the insurance industry (life and health), navigates disruptive influence and plans to become disruptive too. My analysis of the literature and the research findings has led to the development of an Adapt, Regenerate, Transcend response strategy framework, the ART framework, which describes these three broad response strategies and a further set of sub-strategies, that answer the question of how firms respond to disruptive influence and become disruptive too. The ART framework is my contribution to the work on disruptive innovation response strategies. The framework shows how incumbents can apply one or more of these three broad strategies to suit their objectives. The adapt response strategy, a short-term, defensive or opportunistic strategy, aims to extend lifecycles and fend off disruptive challenges.…
abstract: Companies, nations, governments and multilateral organisations are each in their context recognising that 20th-century approaches to innovation and competitiveness are no longer relevant or effective – with whole industries and economies challenged by the fastmoving and disruptive forces of 21st-century technologies that enable unprecedented innovative capability. The rate and scale of change and disruption calls for innovation thinking more suited to a world highly connected and networked and rapidly redefined by global digital architecture and alternative forms of value exchange, value creation and capture enabled through networks, platforms, and innovation ecosystems. For a mature industry to navigate potential disruption on this scale and possibly direct disruptive innovation of its own, will require a dramatic departure from innovation and business as usual. Christensen (1997) posits that disruptive innovation is the only way for incumbents to maintain market leadership and secure future growth. So how should mature firms respond to disruption, and which strategies are effective to become disruptive too? I undertake a grounded theory study into how specifically, the insurance industry (life and health), navigates disruptive influence and plans to become disruptive too. My analysis of the literature and the research findings has led to the development of an Adapt, Regenerate, Transcend response strategy framework, the ART framework, which describes these three broad response strategies and a further set of sub-strategies, that answer the question of how firms respond to disruptive influence and become disruptive too. The ART framework is my contribution to the work on disruptive innovation response strategies. The framework shows how incumbents can apply one or more of these three broad strategies to suit their objectives. The adapt response strategy, a short-term, defensive or opportunistic strategy, aims to extend lifecycles and fend off disruptive challenges.…
author: Amos, Shereen
keywords: response strategy, adapt, regenerate, transcend, disruptive innovation, inclusive innovation, mature industry, sustainable innovation, generative innovation
date published: 2020
date modified: 2026-07-22T22:23:34Z
provider: University of Cape Town
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Graduate School of Business (GSB)

PropertyValue
property ID: Handle
value: http://hdl.handle.net/11427/32441