Innovation, Disruption and Corporate Sustainability

Course Length:



This two day course provides an overview of the current management topics of innovation, disruption and corporate sustainability. Organizational innovation initiatives frequently fail, and even successful innovators have a hard time sustaining performance. When your organization fails to define an innovation strategy, there can be no way to align innovation improvements with business strategies. Learn how to define innovation strategies and align initiatives with business strategies to prepare your organization for disruptive technology cycles.

Is your organization susceptible to disruption? Your existing customers will at first reject disruptive products at low price points feeling they lack maturity. As the disrupter’s products improve along performance dimensions, however, your customers will start to take advantage of the lower price points and you’ll quickly lose customers in-mass. Disruptive innovation theory has become a major part of organizational strategic planning, but is losing usefulness since concepts are being misunderstood and misapplied. Learn how to spot disruptive forces and respond to them. This course will analyze the concepts as espoused by their creators, and review case studies of successful disrupters to illustrate disruption concepts and principles. Disruption is a process, and disrupters build and implement business models very different from the incumbents they are attacking. Learn how to analyze alternative business models and assess the threats to your business models.

Most businesses only last 40 years (remember QualComm, Enron, Worldcom, DEC, Wang, or CDC?). Yet Japan has more than 20,000 companies that are more than 100 years old, and a handful are more than 1000 years old. Japanese firms benefit from a culture that avoids acquisitions and mergers. In contrast, US firms are driven to achieve growth. As they grow, at some point large businesses are doomed to fail since it is no longer feasible to achieve never – ending growth goals. As markets mature, there are less customers to pursue, product designs standardize and cannot differentiate companies, so businesses end up buying competitors at exorbitant prices to show growth. To improve their sustainability, some firms are setting up small, entrepreneurial – like competing organizations to develop new products that can leverage disruptive technologies. These firms struggle to transfer new innovations back into their mainstream operations. Learn how to overcome organizational rigidity when responding to architectural disruption by facilitating extensive organizational integration across tasks and functions. Disruptive change, creating blue oceans and the transient advantage theory are also covered.

Course Outline:

  1. Innovation and Strategic Opportunity Innovation from a strategic viewpoint, types of innovation, innovation cycles, global innovation, Schumpeter’s creative destruction, customer lock-in, competitor lock-out, building an innovation engine, branding in the age of social media, transforming from competitive advantage to transient advantage models, defining your innovation strategy.
  2. Handling Disruptive Innovation What is disruptive innovation? Raise your hand if you want a job as a hardbound encyclopedia salesperson! Obsolete performance metrics, Japan as a disrupter, correcting Uber’s status as a disrupter, pros and cons of stock buy backs, big-bang disruption, architectural disruption.
  3. Enhancing Corporate Sustainability Benchmarking, core capabilities verse core rigidities, disruptive change, where capabilities reside, Blue and Red Oceans, Cirque du Soleil case study, creating blue oceans, surviving disruption, transient advantage


This course is not on the current schedule of open enrollment courses. If you are interested in attending this or another course as open enrollment, please contact us at (410)956-8805 or at and indicate the course name and number of students who wish to participate. ATI typically schedules open enrollment courses with a lead time of 3-5 months. Group courses can be presented at your facility at any time. For on-site pricing, request an on-site quote. You may also call us at (410)956-8805 or email us at


  • Dr. Jeffrey S. Ray, PMP, CSEP, PE, Esq.


    BGM Group

    Professor and Member of the Graduate Faculty

    UMBC (6 years)

    Adjunct Professor

    SMC University (1 year)

    Project Manager, Sr. Systems Engineer

    Northrop Grumman (29 years)

    Dr. Ray is a CTO with 35 years of experience in project and organizational management, and systems engineering. He teaches graduate-level courses in Project Management, Project Control, Systems Engineering, Organizational Learning, International Management and Political Economics. He is an SME in knowledge creation modeling, instilling innovation in organizations, and tracking and responding to disruptive technologies.

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