Disruptive Product - Disruptive Business Model

I found this article particularly interesting. 

MicroVision's PicoP has a significant advantage over other disruptive products, because the Disruptive business model has already been created. MicroVision working with Sony and other licensees are producing the product that will capitalize on the disruption in media consumption.

More and more media is being consumed on mobile devices, through WiFi Internet connections, Mobile networks, and through SONY with a miniature TV tuner.

Mobile access and bandwidth providers are also gearing up to provide content; for example SONY (sonyLiv, Crackle ), Verizon, (Verizon-AOL), and ATT, (ATT-DirecTV, SlingTV ). This new Sky Video Service targeted at Children's Programming

We may well catch the same kind of break when it comes to Augmented Reality products. Of being in precisely the right place at the right time.

[ a few years ago, when things went badly for MicroVision due to a lack of green lasers - we would have been in the same place as the company mentioned below. A great product with no ecosystem. The work on the ecosystem has progressed since that time, and we will now be able to launch into a fully functioning ecosystem that is made for PicoP. ]

I'm sticking with my previous analysis -- that Mobile companies MUST use PicoP

Theatre is best viewed with another person - it's best when it's shared. Mobile devices with PicoP will reform mobile media viewing from a solo activity to a shared activity.

It may also represent significant progress toward curing neck pain as a result of cell phone use. Health24

From MediaPost

Over the years, many innovative products have been misinterpreted as “disruptive.” No technology – no matter how innovative – is inherently disruptive. Google Search is a classic example of an innovative product that only truly became disruptive after a smart business model was introduced (AdWords).

Similarly, iPod and iPhone were both well-designed products, but only became disruptive due to the creation of iTunes and the App Store, respectively.

The reality is that Metaio followed the path of many other classic technology companies and focused on products rather than creating a sustainable business model to build long-term consumer behavior.

In taking the buyout, Metaio is somewhat acknowledging that it hasn’t identified a way to deliver on the potential of its range of content.

Strategically, this isn’t a bad move for either company. In fact, it’s a good one. Apple gets proven software and an established customer base to kick start its AR wearables efforts, while Metaio gets a nice exit and joins a team with a stellar reputation for innovation.

So while not a bad business decision, it’s still disappointing to see a low appetite for risk from an emerging industry that has such strong potential for growth and disruption. This space is exploding, with many predicting that AR, IR and VR technologies will drive a transformation not seen since the introduction of mobile.

And yet, despite all of the recent industry activity, it’s still a pretty nascent market as companies develop new strategies that will forever change how we consume and engage with content.

As we stand on the cusp of a new stage in how consumers will interact with the world around them, it’s important to remember the distinction between an innovative product and a disruptive business model.

While behemoths like Apple will continue to play a tremendous role in driving the market forward, there’s plenty of room for a company with a foothold today to become the next Facebook, Uber or Snapchat.

Selling a treasure chest of IP-related to AR now is analogous to being back in the 1990s -- and selling keys to the Internet.

Disruption

He is writing about something else, but the comments about disruption are perfect, and describe why you want to be invested in this disruptive technology.

MicroVision is going to disrupt information display: screens are on their way to a steep decline. MicroVision is just getting started at replacing them. Given the increasing speed at which a superior technology can replace an inferior one we're about to see an amazing transformation. 

Most media consumption has gone mobile, because people like it. Now their second most important criteria - screen size, is about to catch up.

Koyfman is writing here about Tesla, but the sentiments apply to MicroVision just as much. 

(I remain dubious about the particular disruption Tesla is attempting, but not about the MicroVision disruption.)

From WealthDaily

In 1906, the Royal Navy launched a ship that changed the course of history.

It's not widely known outside academic circles or high school history classes, but the commissioning of the HMS Dreadnought in the years before World War I rendered every previous warship type obsolete.

The design of this first-of-its-kind ship — which gave its name to both a class (in the British navy) and a general type (in all navies) of large battleship — was the result of many lessons learned in the largely sea-fought Russo-Japanese War.

Armed with 10 12-inch guns mounted on five traversable turrets, powered by steam turbines, and protected by a thick belt of armor below the waterline, the Dreadnought was the prototype for all large, gun-bearing capital ships right through the end of the Second World War.

It was able to concentrate more firepower, move faster, and take more damage than anything that came before it — and any one of these three advantages would have already been crucial in its own right.

By the time the First World War started in 1914, all modern navies possessed Dreadnought-type battleships. And although the original Dreadnought had been matched and even outclassed by that time, its overall layout carried through to ships we still recognize today, like the Iowa-class battleships that fought the Pacific War against the Japanese Empire.

But as you may have guessed, this article isn't about ships, and it's not about war... It's about the concept of disruption — something the Dreadnought achieved at a level seldom seen in history.

Don't think of it as a weapon; think of it as a product... a product that made all preceding products in that class as good as dead.

GOOGLE

Back in the late 1990s, Google made perhaps the single most profound disruptive innovation by changing the way scientists, university professors, and eventually people from all walks of life find and share information.

The concept of a library — a place where public knowledge is stored and accessed and something that had been with humanity since thousands of years before the Common Era — was forever made obsolete by a single algorithm that just happened to manage freely available data.

Elusive, Game Changing, World Changing

From an investment standpoint, there is absolutely nothing like a disruptive technology — as long as you get in before the disruption.

Just think of the guy who gave Henry Ford his first seed capital to develop the Model T, which disrupted the luxury-only automotive industry and the production industry in one fell swoop.

In today's world, however, it's not always as easy to see a paradigm-shifting new development coming.

Most of us only realize it's arrived long after the fact, and that's something that's unfortunately never going to change.

However, some impending disruptions are easier to spot than others.

There is one in the works right now that you've almost definitely heard of and probably even know a thing or two about.

Few people realize, though, just how disruptive this coming technological revolution is.