Every business owner must be ready to accept the idea of “eating your own” and “disrupting your own business” to maximize long-term opportunities.
The concept of “eating your own” is rooted in the idea that companies must be willing to disrupt their existing business models to capture new opportunities, even if it means cannibalizing current revenue streams. This approach, sometimes called “self-disruption,” is essential in fast-evolving industries where clinging to the status quo can lead to obsolescence.
Why Disrupt Your Own Business?
- Proactive Adaptation: Companies that disrupt themselves are better positioned to anticipate and respond to market shifts, technological advancements, and changing consumer behaviors.
- Long-Term Survival: By embracing internal disruption, businesses can avoid being blindsided by external competitors or shifts in the ecosystem. As an enterprise search marketing agency, we depended on Google and its frequent algorithm changes to reinforce the need for our services. If Google were to be replaced by something else, would it be able to pivot?
- Unlocking New Value: Internal disruption allows companies to innovate, create new revenue streams, and maintain relevance in the market. This is why we focused on innovation and the search maturity lifecycle to advance our solution and move clients through the process.
Why People and Organizations Resist Self-Disruption
Despite the clear benefits, many organizations, especially large, established ones, are reluctant to disrupt their business. Several psychological and structural barriers contribute to this resistance:
1. Fear of the Unknown – Change introduces uncertainty. Employees and leaders worry about the risks, potential failures, and loss of control that come with abandoning familiar models.
2. Threat to Status Quo and Profitability—Disrupting a profitable business line can feel counterintuitive. Agencies, for example, may hesitate to adopt new models like programmatic advertising or help clients develop internal competencies because they threaten their core revenue streams and established client relationships.
3. Emotional and Cultural Resistance – Deeply rooted company cultures and norms can make people emotionally attached to “the way things have always been done.” This emotional inertia is a significant barrier to change.
4. Loss of Control and Status – Change can make individuals feel they are losing their influence, expertise, or position within the organization, leading to active or passive resistance.
5. Inadequate Communication or Inclusion – When employees are not involved in the decision-making process or do not understand the reasons for change, resistance increases
Leaders who approach self-disruption with empathy, transparency, and inclusive engagement can transform resistance into momentum. By combining clear vision, practical support, and a culture that values adaptability, organizations can not only overcome resistance but thrive amid continual change.
Explore More Epiphanies
This article is part of my ongoing series, My Digital Marketing Epiphanies – realizations, hard-earned lessons, and mental models shaped by decades in the field.
If you want more insights, visit the full archive here: My Digital Marketing Epiphanies
