Research in Motion (RIM, maker of the BlackBerry) once disrupted the telecom industry through building a new market that the incumbents ignored.
Today it is in the ironic position of being disrupted itself. The company’s seeming solution — doubling-down on serving highly demanding enterprise customers with its traditional business model — is looking ill-fated. There are two alternatives for RIM to pursue. As with any company in an Innovator’s Dilemma, these choices involve some short-term pain. Yet they also open doors to new sources of fast growth, and they would create ways to compete asymmetrically against firms trying to eat the company’s lunch. Read more in my post at Forbes.
Story by Steve Wunker.
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