Every day, intelligent people sit around a boardroom table discussing the impact of recent industry disruptions, and the importance of defending “new” market conditions. First, the leaders deny the legitimacy of the “interruptions.” Sadly, the metrics say otherwise – loss of customers, distribution and market share make refuting the “short-term trends” futile. Despite the empirical evidence, managers continue watching previously strong brands tailspin. Why?

Leaders often believe disruption comes from a single source, usually in the form of an innovative product or service. They believe all business challenges stem from offering-to-offering comparisons. I would be remiss if I did not acknowledge that the offering is paramount. However, it is not the ONLY factor that disrupts the marketplace.

Managers rarely look in industry blind spots for changing models, technologies, etc. that establish long-term benefits. The growth of analytics and digital marketing are just a few of the market moving tools that have enabled leadership to create a new market, or the application of a different set of values not previously realized – otherwise known as a disruption.

Leaders should not limit their thinking – or their success. More importantly, being truly disruptive requires a proactive approach to creating competitive advantages. In other words, initiating disruption is the best defense.