Paul Paetz
Paul Paetz is Innovative Disruption's CEO and Principal Disruption Consultant. With his guidance, clients develop highly effective growth strategies to leverage disruptive innovation. A free-thinker, Paul
delivers the insights that help businesses
challenge conventions that restrain their growth and hold them back from achieving market-leading
performance.
Background
Formerly a consultant with The Disruption Group, Paul's accumulated
experience includes over 20 years in marketing, sales and
management with a focus on technology. Many of the companies he was exposed to and learned from -- whether they were employers, clients, partners or competitors -- had the potential to be disruptive. It was the failure of some of these to become big winners when common wisdom predicted they should, and the success of some others that in the early days looked like they had no chance, that captured Paul's analytical attention, and made him a student of disruption theory.
Backstory and Disruptive Insights
From personal observations, readings, and work as a disruption consultant, Paul can demonstrate why disruption usually isn't accidental (although the strategies that enabled it might have been). He will also tell you plainly that the majority of companies that think they are disruptive or have disruptive products aren't. Critically, there is no such thing as "disruptive technology" -- technology by itself cannot create disruption, but business, marketing and product/service strategy can and do. Disruptive potential is realized when these three work harmoniously together, and surprisingly, not in ways that conventional business "experts" or strategy consultants advise.
As counter-intuitive as disruptive innovation can sometimes seem, the process by which disruptors emerge is absolutely predictable and manageable. At the same time, it is easy for most to see with the perfect vision of 20-20 hindsight what went right or wrong and where the inflection points in strategy made the difference. But, can you tell when it matters? When you have to take action? In the fray of the battle, what seems to be simple and correct decisions later, are not so easy to recognize and act on in real time. It's like when driving through fog, and you can barely see the road in front of you, yet as soon as you emerge, it becomes crystal clear where you've been and how you got where you are.
When to Call Paul
Think you have an innovation with disruptive potential? Want to know for sure? Need to know what's missing from your strategy? Or maybe having a strategy check and report card on your disruptive potential is exactly what you need to attract investment? Or, are you trying to value a potential disruptor and need guidance for a decision about whether and how much to invest, and with what terms? Perhaps you're already being disrupted, and have no idea what to do about it. Paul's insights, tools, and experience will guide you through the fog.
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