We have developed a process to help you to respond to Disruption or to become the Disruptor. \u00a0One of our keystone processes is the Stealth Threat Process.<\/p>\n

What was on the agenda of Barnes & Noble Board meeting when Amazon was launched? Or on Blockbuster\u2019s when Netflix appeared?<\/p>\n

There are numerous high profile examples of organizations being unaware of an imminent, unseen threat until suddenly its too late; a new player emerges without warning \u2013 leaving little time to react and with devastating loss of market share.<\/p>\n

It might be true that no one can predict exactly what the future will bring but it is quite achievable to identify trends<\/strong> that will potentially lead to a disruptive threat. By doing this, an organization makes time<\/em> to either defend<\/strong> itself against the potential threat OR adopt<\/strong> the threat themselves and wreak havoc in their own market (or a new market).<\/p>\n

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DPI\u2019s Stealth Threat Process provides an organisation with a way to systematically look beyond<\/strong> the conventional competitive environment and identify how a current competitor, a new joint venture or an outsider could dramatically change the way the game gets played in your industry.Although the main Boards of Barnes & Noble and Blockbuster may not have seen the impending threat that was about to be unleashed, it is very likely that someone in those companies did, but their voice was not heard.<\/p>\n
For this reason, DPI\u2019s Stealth Threat Process harnesses the minds of the emerging talent<\/strong> within an organization below Board and senior management level. We challenge them to work as a team and come up with a new business concept<\/strong> that could put their existing organisation out of business!<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/div>\n
We have two aims:<\/h3>\n
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To identify<\/strong> a potential stealth threat so that the organization can amend its corporate strategy to defend itself against OR adopt for its own purposes<\/li>\n
Challenge, recognize and build a team<\/strong> with a voice within the organization while also encouraging the retention of key talent<\/li>\n<\/ul>\n
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Get in touch with us to discuss taking Disruption\u00a0forward in your organization.
\nT: +1 888 296 9838 E: randy.gardiner@decisionprocesses.com<\/a><\/h2>\n<\/div>\r\n\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t<\/div>\r\n\t\t\t\t<\/div>\n","protected":false},"excerpt":{"rendered":"
Stealth Threat Process Disruption (noun)\u00a0‘an interruption in the usual way that a system, process or event works.’ “Disruption displaces an existing market, industry or technology and produces something new and more efficient and worthwhile. \u00a0It is at once both destructive and creative.” \u00a0Clayton Christensen, Harvard Business School We have developed a process to help you […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":[],"_links":{"self":[{"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/pages\/2422"}],"collection":[{"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/comments?post=2422"}],"version-history":[{"count":42,"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/pages\/2422\/revisions"}],"predecessor-version":[{"id":3831,"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/pages\/2422\/revisions\/3831"}],"wp:attachment":[{"href":"http:\/\/decisionprocesses.com\/wp-json\/wp\/v2\/media?parent=2422"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}