TCS and the Clayton Christensen Institute have collaborated to produce a series of articles and whitepapers that explore the future of industries through the lens of a set of fundamental theories developed by Harvard Business School Professor Clayton Christensen (Mr. Christensen is a TCS Board member). The theories offer a form of what-if analysis that leaders can leverage to better understand the cause and effect between actions and results. These theories include Disruption Theory, the Theory of Jobs to Be Done, and Modularity Theory. In this case, the author focuses on the disruptive potential of innovation, and this first piece in the series tackles Disruption in the Banking Industry.
The approach represents one aspect of a Future Thinking exercise which seeks to understand the disruptive potential of current innovations in each domain. It is a component of the “See” phase within the future framework described recently via this Post. The scenarios in this case are domain specific (payment, wealth management, and lending), with the ecosystem component of the framework focused on the current financial infrastructure. The response component represents a conclusion based on the application of the above-mentioned theories. Some key findings from the article: