In Assumptions in the Theory of Disruptive Innovation we quickly learn that disruptive innovations ( including the people that create them and often directly from what is seen as a unmet future need by users ) is often incompatible with existing preferences, incentives and competencies of actors in a firm’s value network. With this it is these innovations that are met with resistance when it comes to even approaching topics that can directly effect the validity or usage of said innovation in the real world. Now timing aside, overcoming such resistance, the incumbent firms or even incumbent internal actors often design a new models for acceptance, something that requires a nuanced and creative relationship with external stakeholders, especially when the environment or product line is characterized by a high degree of complexity. It is this key capability as detailed by this research that articulates the need for specific alternative methods of usage and acceptance that when properly executed allows the innovators to return to the fold of the organization and which radically effects the design competency and capabilities of the firm and the innovation created.
