顛覆式創(chuàng)新的特點是：打破常規(guī)做法，激發(fā)競爭并創(chuàng)造全新的增長模式。

    雷吉納?杜坎是這方面的世界頂尖專家之一。身為摩托羅拉移動公司（Motorola Mobility）的高級副總裁，她主管先進技術及項目部門，這是一個受“臭鼬工程”（洛克希德?馬丁公司先進研究計劃項目部——譯注）啟發(fā)成立的部門，主要致力于實現突破性創(chuàng)新。杜坎是去年加入摩托羅拉移動的，現在這家公司隸屬于谷歌公司（Google）。此前她是國防高級研究計劃署（Defense Advanced Research Projects Agency）的主管，也就是五角大樓的研發(fā)部門。在這個部門，重大科學發(fā)現和關鍵應用技術——這恰恰是她所謂的顛覆式創(chuàng)新的精髓——常常交叉互融。它曾經做出過一系列重大創(chuàng)新成果，比如精簡指令集運算（RISC）、互聯(lián)網、小型GPS以及名為“雄峰”的大名鼎鼎的無人機。

    最近，我在安永會計師事務所（Ernst & Young's）近期舉辦的“戰(zhàn)略增長”論壇上見到了杜坎，她在其中一個座談會上就交互技術發(fā)表了演講。在如今這個瞬息萬變的環(huán)境中，如何才能有效組織起來成功實現創(chuàng)新？對此她給出了十分高明而務實的建議。因此我請她與眾多讀者分享這些心得。杜坎認為，實現顛覆式創(chuàng)新的秘訣如下：

    1. 讓自己覺得不自在。

    列出貴公司那些規(guī)模最大、野心也最大的項目。問問自己，其中有多少項目因為它們可能改變你們現有的基本商業(yè)模式而讓你深感不安。如果某個項目擁有顛覆性的潛力，它就應該讓你覺得不自在。

    2. 打造小型靈活的團隊。

    盡管為了支持循序漸進的研發(fā)項目可以組建一個大型團隊，但它并不適用于顛覆式創(chuàng)新。真正需要的是一個規(guī)模較小、高度靈活的組織。如果這個組織的成員不到200人，那就不需要很多流程，只要走出自己的辦公室，稍微提高嗓門就能跟幾乎所有人都有所交流（我是意大利人）。

    3. 經常為團隊補充新鮮血液。

    問問自己，你的創(chuàng)新團隊中有多少人已經待了超過五年了。如果人數不少，那你就麻煩了。然后再問問自己，團隊中有多少人是從其他公司來的。如果這種人基本沒有，那就更麻煩了。除了自己人的新點子，你還需要外來者富有創(chuàng)意的想法。較短的任職期能讓人產生必要的緊迫感。

    4. 決策者不能超過兩人。

    如果戰(zhàn)略和執(zhí)行的決策者不止兩個人，那人就太多了。要實現顛覆式創(chuàng)新，就不能一唱一和。首席執(zhí)行官或團隊領導應該有強勢的最后拍板權。

    5. 制造緊張感。

    一個顛覆式創(chuàng)新團隊的部分使命就是制造緊張感。所以一旦發(fā)生這種情況不必大驚小怪。顛覆式創(chuàng)新會挑戰(zhàn)流程、挑戰(zhàn)人力資源部門，也會挑戰(zhàn)你對知識產權的看法——而你關于研發(fā)人選的想法也會受到質疑。不過只有這樣，實現有效的顛覆式創(chuàng)新所必需的速度和靈活性才會應運而生。（財富中文網）

    譯者：清遠  

    Disruptive innovation is the kind that unhinges old ways of operating, juices competition and creates new growth.

    One of the world's leading experts on the subject is Regina Dugan, Motorola Mobility's SVP in charge of Advanced Technology and Projects, a skunkworks-inspired unit devoted to delivering breakthrough innovations. Dugan joined Motorola Mobility, part of Google (GOOG), last year after heading the Defense Advanced Research Projects Agency (DARPA), the Pentagon's R&D unit where scientific inflection points and critical applications--the essence of disruptive innovation, she says--have often intersected. DARPA's legacy of radical innovation includes RISC computing, the Internet, miniaturized GPS, and those unmanned aerial vehicles popularly known as drones.

    I saw Dugan speak on a panel about Interactive Technology at Ernst & Young's recent Strategic Growth Forum. Her advice about organizing for innovation success in an environment swirling with change was smart and practical. So I asked her to share it here. Dugan's Rx for disruptive innovation:

    1. Get uncomfortable.

    Make a list of the biggest and boldest projects in your company. Ask yourself how many make you deeply uncomfortable because they could change your fundamental business model. If a project has disruptive potential, it should make you uncomfortable.

    2. Create a small, agile team.

    While you can organize a large company to support evolutionary R&D, that doesn't work with disruptive innovation. You need a small and agile organization. If you have fewer than 200 people, you don't need a lot of process and you can talk to almost anyone by stepping out of your office and talking a little loud. (I'm Italian.)

    3. Refresh the team constantly.

    Ask yourself how many people on your innovation team have been there more than five years. If the answer is "a lot," you're in trouble. Then ask yourself how many people on your team are from outside the organization. If the answer is "almost none," more trouble. You need fresh thinking from people on the outside as well as the inside. Short tenures create necessary urgency.

    4. Restrict decision-making to no more than two people.

    If you have more than two people making decisions about strategy and execution, it's too many. Disruptive innovation is not about consensus. The CEO or the team leader should have strong and ultimate authority.

    5. Create tension.

    A disruptive innovation group exists, in part, to create tension. So don't be surprised when that happens. Disruptive innovation will challenge processes, challenge HR, and challenge your perspective on IP—while it upsets your ideas about who gets to be involved in the development process. The result: the speed and flexibility you need for effective disruptive innovation.

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