The companies that win aren't those with the best technology. They're the ones that understand: perceived risk is inversely proportional to organizational maturity. Build the capabilities mainstream buyers demand, and the perceived risk becomes acceptable. Skip stages, and you'll trigger the very crises that confirm their fears.

Critics who deny the chasm's existence invariably miss the psychological and behavioral chasm between Early Adopters and Early Majority. These aren't gradual differences—they're incompatible worldviews about risk, evaluation, and vendor relationships.

At Disruption Selling, we teach that capturing the mainstream market requires building robust organizational capabilities. Today, we are applying that same rigor to ourselves—transforming our structure to deliver greater experience, expertise, and value to you. We are proud to announce that Disruption Selling will be transformed into a GmbH (LLC) by 1.1.2026, expanding our shareholder team with industry experts, and relocating our headquarters to Frankfurt am Main.

75% of startups that achieve Product-Market Fit still fail to capture the mainstream market. For incumbents, the stats on internal ventures are even worse. The culprit is rarely the product itself; it is an organizational mismatch. You are either a highly flexible startup with lack of control processes trying to sell to a mainstream, risk-averse buyer, or you are forcing an early-stage startup to survive in the corporate structure of an incumbent geared for control and risk m

Without a partner ecosystem to handle the heavy lifting of integration, training, and change management, your company becomes a professional services firm trapped in a software company's body. Margins erode, churn spikes among your core customers who feel neglected, and your burn rate increases as you hire more heads to throw at the problem.

If founders improvise too long, the tactics that won survival become sandbags on growth - customization becomes the norm, deals rely on founder magic, and overlapping job responsibilities create burnout, not leverage. Suddenly, the pipeline only moves when the founder hustles, every customer wants “just one more tweak,” and your best team members feel more like medics than builders. The excitement fades as the company gets stuck - slowly but surely - at the first stage of bus

Mission statements and strategic plans rarely drive change. The “strategy-to-execution” gap is a graveyard littered with campaigns that bore no resemblance to actual business aspirations. To turn vision into sustainable market impact, you need five rigorous, interconnected layers. Each layer answers “how?” for the one above it, creating an unbroken chain from CEO vision to every customer touchpoint.

As a sales leader, your responsibility isn’t just making bets; it’s engineering growth, resilience, and evidence-driven resource allocation under relentless pressure. Boardroom success isn’t measured by the size of your Total Addressable Market, it’s measured by how well you focus, adapt, and translate C-level vision into market impact.

As a VP or Head of Sales, you’re not evaluated by pipeline volume or activity stats. You’re measured by your capacity to deliver consistent, predictable growth - on target and under pressure. Boardroom success isn’t just about managing team performance or hitting quarterly numbers. It’s about becoming your organization’s frontline for market reality: the translator of C-level vision into revenue, and the first responder when the vision hits a wall.

In today’s fast-paced business environment, recognising and capitalising on market opportunities is crucial. Companies with disruptive innovations, startups, and established players alike face the challenge of not only creating groundbreaking products but also ensuring these products reach the right customers effectively. The key lies in understanding market opportunity insights and adapting growth strategies to fit the evolving landscape. This post explores how to leverage t

Companies with groundbreaking innovations face unique challenges. They must not only develop disruptive products but also sell them effectively to secure a dominant market position. This is where sustainable business strategies come into play. They help businesses maintain steady growth without sacrificing long-term stability.

Disruptive innovations often face resistance because they challenge established norms. Customers may not immediately see the value or may be hesitant to change existing workflows. This is where Disruption Selling becomes essential. It is a sales methodology designed specifically to help companies with groundbreaking products overcome these barriers.

Achieving PMF with synergized market fit strategies is a deliberate process that requires collaboration, customer focus, and agility. By integrating product development, sales, and marketing efforts Disruption Selling accelerates the path to market leadership. The journey demands persistence and adaptability, but the rewards are substantial - rapid growth, strong customer loyalty, and a dominant position in new markets.

Selling disruptive innovations requires a different mindset and skill set. You need to educate your potential customers, overcome skepticism, and create new demand where none existed before. This blog post will guide you through practical steps and insights to help you master these strategies and accelerate your business growth.

This article discusses the successful long-term partnership between Volkswagen Group (VW) and Amazon Web Services (AWS) in their Digital Production Platform (DPP) initiative. The partnership, which was extended for another five years in 2025, exemplifies a Strategic Alliance between two industry leaders with very different histories and cultures.

Generating hyper-growth requires scaling the salesforce. Scaling the salesforce is a change process.

In a customer workshop a discussion emerged around who should own the TCO within the Account Team

Repositioning an offering is a change process and requires a strong impulse followed by powerful momentum.

Learn how Autodesk overcomes the inertia their past success drives to prevent themselves from being disrupted and to exploit their full mark

As one of our first customers Autodesk engaged us in Q2 2023 to help them with developing a more compelling value proposition and...