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IS VIRTUAL REALITY DISRUPTIVE ACCORDING TO CHRISTENSEN? - Coggle Diagram
IS VIRTUAL REALITY DISRUPTIVE ACCORDING TO CHRISTENSEN?
BUSINESS IMPLICATIONS
IMPACT ON ESTABLISHED PLAYERS
Traditional gaming and entertainment firms must adapt
Need for hybrid strategies (VR + existing offerings)
Risk of being overtaken if VR improves rapidly
OPPORTUNITIES
FOR NEW
ENTRANTS
VR content creation
Training & education platforms
Virtual collaboration and remote work
Healthcare & therapy applications
STRATEGIC IMPLICATIONS
Experiment early
Invest in learning, not immediate profits
Watch improvement trajectory closely
Evidence from the case
Performance vs. incumbents
Worse than phones/PCs
Less convenient
More complex
Strong immersion advantage
Initial users
Gamers
Developers
Tech enthusiasts
Enterprise training
Who adopted first?
Startups
New entrants
Gaming-focused firms
Incumbents followed later
Displacement
Not fully
Early replacement in:
Training simulations
Product design
Virtual collaboration
DEFINITION AND CRITERIA
Entry through overlooked / non-consumers
Starts in low-end or new markets ignored by incumbents
Initially inferior performance
Worse on mainstream performance metrics
Cheaper, simpler, more accessible
Trajectory of improvement
Improves over time
Eventually meets mainstream needs
Displacement of dominant business model
Replaces existing products, firms, or ways of capturing value
Veredict
Potentially disruptive
Fits early-stage disruption
Clear improvement path
Not dominant yet
High future impact