I've been leading innovation for many years now, and it's true that most leaders and most organisations don't get disruptive innovation. Instead the majority prefer "sustaining" innovation (incremental improvements to existing services and products).

Sustaining innovation is less scary, frankly easier to do, and mostly what customers will ask for ("if I asked customers what they wanted they would have said "faster horses" - supposedly said by Henry Ford).

One of the biggest problems with disruptive innovations is that they usually begin life as simple applications at the lower end of the market, gain traction through lower cost and ease of use, and then relentlessly move up through market layers, maintaining and improving quality while reducing cost.

As a consequence incumbents often dismiss disruptions for too long, thinking they are only suited to the commodity end of the market. By the time they re-evaluate, it's too late.

Do get in touch with myself or Paul Garland to continue the innovation conversation.