Disruptive Innovations Gain Power from Asymmetries—Do What Incumbents Can’t or Won’t

The most powerful market shifts don’t happen by competing head-to-head. Instead, change comes from spots where the big players have little reason—at least at first—to care. Think of how budget hotels grew by serving price-sensitive travelers with basic needs, or how virtual schools thrived in regions where traditional school systems couldn’t offer specialized courses. Disruption takes root by targeting the unattractive: markets others dismiss as minor, customers deemed not worth the effort, or problems the mainstream finds awkward or risky.

This happens because newcomers develop unique skills, serving needs outside the comfort zone of established leaders. Over time, these skills accumulate, and the upstart is suddenly the expert in a segment that starts to matter as the world changes. Behavioral economics calls this “playing the long game”—learning by taking on what others leave behind. That’s why the next wave of breakthroughs often starts out looking like amateur hour—until the status quo realizes what’s happening, and by then, the disruptor is ready to move in.

Whenever you notice an unmet need that the current market leaders seem happy to ignore, think carefully before dismissing it yourself. Write down the skills, habits, or resources you have that make it plausible to serve those left-out segments. Don’t worry if it feels unfashionable—even a modest project can lead to meaningful breakthroughs when you build strengths your rivals don’t see the value in. Keep investing in your edge, and be bold about doing things the mainstream finds boring or messy. Revisit your plan in a few months when others start to notice success in this space.