One good way to get at these disruptive designs (innovations) is to do what we at my firm call a “Fiercest Competitor Workshop,” which starts with the premise that you have been fired from your old organization but you have access to ample capital and talent. Your task is to design the fiercest competitor that could take the market from your old firm. In my experience when running these workshops, it takes people about an hour to get out of their old mindset — but when they do, they often design the most wonderfully dangerous potential competitors. No one knows their company’s vulnerability to a disruptive design better than their own employees.
Source: “Getting Started with Disruptive Business Design”
Original Publication: Harvard Business Publishing