Disruptive technologies or disruptive innovations start out as small, niche innovations and often go on to spark a market revolution. The success stories of disruptive innovations are not written by large, established corporations, but by small, young companies such as nanoFlowcell. They are flexible and free from rigid, innovation-adverse hierarchies. How does the approach of nanoFlowcell Holdings Ltd differ from that of Tesla Motors? And what do both companies have in common with LEDs and mobile phones – or not? – according to Clayton M. Christensen, Professor for Innovation Management at Harvard University.
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