Stirring The Creative Disruption Pot
8 November 2011
One of the great things about being an analyst is that you're expected to challenge the status quo on behalf of the companies you work with. The analyst-as-gadfly model was on display at Celent's Creative Disruption workshop in Boston last week. Someone later told me, "You looked like you were having fun!" I surely was.
Celent's message of "healthy discomfort" as a driver of positive change seemed to resonate with attendees, both carriers and their vendors. It came into virtually every conversation in some way. Here are a few nuggets I noted throughout the day.
Disruption is generally respected but only lightly pursued. Like "change" and "agility," disruption is a term with positive connotations for most people. But when you ask companies what they are doing to make it a reality, you mostly hear the sound of crickets.
Agile methodologies are enabling change. And they're not all about technology. They seem to serve as a signpost that corporate cultures are changing, giving staff a reason to rethink their traditional behaviors.
Vendors have an important role to play in driving change. This is well understood, by players on both sides of the vendor/carrier relationship. But it's easy to revert to old models, where vendor and insurer interests are in opposition rather than being aligned.
Leadership will determine where disruption can thrive. Front line staff are thirsty for productive change. Being part of something bigger and more exciting is on most people's wish lists, even if they don't know it yet. But absent some passionate vision from the top, "big D" disruption projects are doomed.
You can expect more coverage from Celent on this topic in the coming months, as we think it is vitally important. Your ability to keep operational concerns and creative, disruptive thinking in a healthy balance will be essential for you to get to the top of a competitive heap.