All opinions are my own and do not necessarily reflect those of Novo Nordisk
h/t to @Frank_S_David, @scientre, and the LinkedIn Group Big Ideas in Pharma Innovation and R&D Productivity for links and ideas
Joe Nocera’s recent column in the New York Times provided a nice dissection of how Blackberry tumbled from the position it once held at the top of the handheld phone/PDA business market. In a nutshell it encapsulates how Blackberry fell victim to the Innovator’s Dilemma, the paradigm put forward by Clay Christensen about how and why established companies within an industry often fall victim to disruptive technologies. This happened even though they were aware of the danger and made efforts to circumvent the dilemma. In the case of Blackberry, one aspect of their fall was a lack of appreciation for the technology creeping up behind: the iPhone and other mobile devices using touchscreens. For Blackberry one of their advantages and selling points was a physical keyboard which allowed rapid typing and emailing by business customers. They couldn’t see why anyone would want something less effective for emails and messaging.
In addition, Blackberry felt both secure in and beholden to their customer base, the businesspeople who used Blackberries strictly as tools for work. Blackberry (Research in Motion at the time) seemed both unable to conceive of the possibility of other markets and, frankly, had no incentive to reach into those markets until it was too late. By then other phones and operating systems had grown and matured to the point of essentially overtaking the market of smartphone users, of which businesspeople make up just a small fraction. Too little, too late, and now Blackberry has been trying to sell itself, although recent reports suggest that strategy is also failing.
From Blackberry to biopharma
In this post I’d like to explore the concept of the Innovator’s Dilemma as it might apply to the biopharmaceuticals industry. Continue reading