IEEE Consumer Electronics Magazine - May/June 2023 - 14

Column: Disruptive Tech
Looking Beyond
the Horizon
Stuart J. Lipoff
IP Action Partners Inc
& IN THE NOT too distant past, photochemistry
was the underlying technology for photography
and vinyl records were the primary
means of selling music. In both these historical
examples, the leading firms at the time are
no longer the major players. Their business
was disrupted by digital imaging for photography
and initially magnetic and optical media
for music, followed most recently byala carte
downloads from the cloud. In successive columns,
we will explore emerging technologies
that have the potential to disrupt business as
usual and consider some of the impacts upon
existing stakeholders. Without a perfectly
clear crystal ball, no doubt some of my pontifications
will be proven wrong, but hopefully,
they will give you food for thought, and I
hope many of you will comment by email with
something to contribute.
WHAT IS DISRUPTION
Disruption is the opposite of evolution. In
an evolutionary environment, the existing
major players generally survive from year to
year, and changes in competitive position are
Digital Object Identifier 10.1109/MCE.2023.3236503
Date ofpublication 12 January 2023; date ofcurrent version
8 April 2023.
generally modest. New products and services
are generally predictable, with incremental
changes in prices, performance, and features.
Stakeholders often focus on securing intellectual
property rights, cost reduction, and marketing
to improve their competitive position.
In these mature evolutionary environments,
incremental innovation by any one stakeholder
is often quickly imitated and few stakeholders
have proprietary technology that can make
material difference in competitive positioning.
The bases of competition often include
manufacturing economies of scale and rapid
product development and deployment to stay
one step ahead of the new products from the
competition.
In contrast to evolution, within a disruptive
market environment, the bases of competition
rapidly change, and those things that made one
stakeholder a leader are less, or no longer, valued.
Those new stakeholders who harness a disruptive
technology to deliver improved or new
products and services that are materially different
and highly valued by consumers will rapidly
gain market superiority over the legacy players.
The kind of things that can lead to materially
attractive aspects to end consumers include, for
example, enabling new features (video over
voice), improved performance (e.g., battery life),
much lower costs, improved convenience (e.g.,
14
2162-2248 ß 2023 IEEE
Published by the IEEE Consumer Technology Society
IEEE Consumer Electronics Magazine

IEEE Consumer Electronics Magazine - May/June 2023

Table of Contents for the Digital Edition of IEEE Consumer Electronics Magazine - May/June 2023

Contents
IEEE Consumer Electronics Magazine - May/June 2023 - Cover1
IEEE Consumer Electronics Magazine - May/June 2023 - Cover2
IEEE Consumer Electronics Magazine - May/June 2023 - Contents
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IEEE Consumer Electronics Magazine - May/June 2023 - Cover3
IEEE Consumer Electronics Magazine - May/June 2023 - Cover4
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