Hello, and welcome to this presentation. My name is Hans famous. I'm a visiting professor at Johnson Business School in Korea, and consultant and a corporate trainer. I focus mostly on strategic management and entrepreneurship. And I'm particularly passionate about communicating complex concepts in a straightforward language to general audiences, whether this is in the classroom, meeting room, or boardroom, and I've worked with hundreds of students, managers and directors, as well as executive levels. Today, I'd like to talk to you about a topic that I know for my work.

It's an important topic and a very hot topic. And it's a topic of how do you develop and grow disruptive innovation next to your core business. I always complained about the lack of clarity in organizations. So at the very least, I should be clear on what I mean with disruptive innovation. And I thought the best way to do is to give you a set of examples. One example is Nestle.

How to grow the Nespresso business next to their core business. Medtronic provides another example with Naya met Nomad is a low cost, low priced pacemaker, which they also developed next to that core business. We can look at the airline industry. For example, Lufthansa developing and growing a budget airline. I've heard help to grow one fine state, which is some kind of high end Airbnb concept, Unilever to grow Dollar Shave Club, and so on, so on, of course, but what are the general concepts are the similarities that we see in these examples? Sometimes you think of these innovations yourself, example could be an espresso for Nestle.

And sometimes you respond to the innovation as it's been brought into the industry by others. And you might think, Oh, I might better get started with this as well. Online Banking could be a good example of this. Sometimes you develop the innovation organically, like Medtronic did when I met Sometimes you can acquire. It's like our hotel or Unilever date. Sometimes the innovation is a new business model, like online banking, or a new product like the Tata Nano, or sometimes it's even both.

All of those things are possible. What they have in common is that they're all disruptive. And I'll explain in a bit what I mean with disruptive