The concept of disruption implies using methodologies with more processes, ways of working to find non-linear or transformative solutions to problems that require challenging the normal parameters with which we will develop a solution. A challenge that takes uncertainty to higher levels, but is essential when facing the competition in a revolutionary way.

Disruption is a term that has become increasingly popular in recent years, especially in the business world, a concept that is often not only misused, but also abused and used as a synonym for many things.

But what is disruption really? From my perspective, it refers to using methodologies with more processes, ways of working to find non-linear or transformative solutions to problems that require challenging the normal parameters with which we will develop a solution.

In this way, seeking disruptive solutions necessarily implies that we are going to question not only the status quo of our company and organization -as we would do in the face of a transformation process-, but also the very principles under which our organization operates in the market . context.

In other words, it is no longer seeking to evolve what we do, but rather to revolutionize the market and the context through a new disruptive value proposition.

In short, it is about changing the rules of the game or also looking at the rules of the game that, in a certain way, many times we ourselves have defined with new eyes and new aspirations.

How did we do it? From our perspective, starting from the generation of a new value proposition that is made up of a product, an experience and a monetization model, which is supported by certain enablers.

What is the difficulty? The problem lies in the level of uncertainty to which an organization is exposed when it decides to use disruption as the mechanism by which to modify its value proposition. This level of uncertainty could be said to be 100 times higher than in a digital transformation process, which is already 10 times higher than a digitization process.

If we consider that 80% of the organizations in Chile are still carrying out digitization processes, then it is a challenging and complicated task to propose disruptive processes.

What is the need? The real need for organizations to opt for digital disruption lies not only in seeking new sources of income and growth, but also often facing increasingly challenging competition that comes from non-traditional competitors that have forged their proposals. of value precisely in disruptive elements.

An interesting example of this can be found in the world of banking, where we see that non-traditional competitors have begun to compete face to face with the main banks worldwide, generating value propositions that challenge the product , experience and monetization standards created. by these same companies. The most recent example of this is Apple's launch this week of paid accounts, something absolutely unthinkable 18 months ago.