Forget the Buzzwords: Here’s How Real Innovation Happens

Are you a fan of innovation theories? Do you recognize Disruptive Innovation, Disruptive Creation, Blue Ocean Strategy, Non-disruptive Creation, or Sustaining Innovation? Do you use them in your work? If you do, I’m going to ask an uncomfortable question:

Are they actually helping you?

Buzzword city

I ask because after years of working for several different companies making use of different innovation strategies, I’ve seen a pattern. I’ve watched team after team ground their activities in buzzwords, models, and beautiful frameworks. All in an attempt to make things cutting edge and to be a front runner in innovation approach.

Yet while each theory is academically sound and may make sense on its own, too often it focuses on aspects that aren’t directly useful for a company trying to drive innovation. Theories can offer insight — no doubt — but they won’t directly make innovation happen.

Unsettling observations

Here’s what practice has taught me. Brace yourself — it’s not pretty:

· Most theories are based on the past and describe the results. They explain what happened, but not how it happened or the intentions behind it.

· They rarely help you navigate the uncertainty of real innovation.

· They mostly differ in the type of disruption they describe — low-end entry, total category shake-up, or something in between. For example, a category may disappear, shrink, or simply fade. But for a company innovating, whether the existing market shrinks or survives isn’t the point; what matters is creating new value and exploring new opportunities.

· They give almost no guidance on how to get started.

Back to the 19th century

Here’s where an old metaphor still works. It’s been around since at least the 19th century (even if we don’t know exactly who started it) and remains more practical and useful than many newer academic theories. It’s a simple, actionable approach that truly supports innovation in practice. What it asks you to do is think of your market, category, or customer base as a pie — a whole that can be divided. Each slice represents a participant, a share, an opportunity.

Framing it this way makes innovation simpler. Forget fancy frameworks and hindsight theories. The real question is: Which slice will you go after? How will you grow it? How will you protect it? From here, I see four clear strategic paths — each with its own risks, costs, and complexity. The pie makes the choices obvious.

The 4-Pie model

1. Take a bigger slice of your current pie — win more from what you already have.

2. Increase the size of your pie — grow the overall market or category.

3. Take a slice of someone else’s pie — compete or collaborate to capture an existing market share.

4. Bake a brand-new pie — create something entirely new.

Let’s break them down.

1. Take a bigger slice

This is all about outperforming your competitors. I propose three strategies.

·       If the market is growing, you can:
 Deliver a competitive offer — better specs, benefits, or branding. You’re not chasing new insights here; you’re aiming to win in a crowded race.

·       If the market is flat or saturated, you can:
 Discover unmet customer needs, identify pain points, and deliver value others haven’t spotted yet.

·       If the market is shrinking, you can:
 Consider shifting to a new opportunity altogether.

2. Increase the size

If there’s little or no growth, you may need to redefine your offering. But instead of obsessing over what you already have, focus on customer outcomes, not product features. If you’re selling beds, are people buying your beds, or looking for a good night’s sleep? If you’re selling desks, are people buying your desks, or looking for a more productive work environment? Considering what the customer wants can expand your potential for growth.

3. Take a slice of someone else’s pie

If your product’s no longer fresh and exciting, consider entering an existing, established category, one that other companies are successful in. But — don’t just chase the latest trends. Ask yourself whether you can apply your existing strengths to this new context? Which in turn means understanding your true assets. Can you make it work for you and what you’re good at? And if you’re too close to see your own potential, hire a fresh pair of eyes. Bring in outside experts.

4. Bake a brand-new pie

This doesn’t mean inventing brand-new desires. Rather, it’s about offering existing benefits in radically better forms. Think of Netflix, Spotify, or Uber, for example. They made hiring a film or TV show, listening to music, catching a cab — quicker and easier. And they did this by identifying two factors:

·       Frustrations customers experienced but hadn’t articulated

·       New possibilities unlocked by technology

Then they found ways to combine them. But you should remember: traditional research very likely won’t reveal customer frustrations. Why? Because people can’t tell you what they’re not yet aware of. To pinpoint these, you’re going to need other tactics. Here are the three I recommend.

Stereotypes, what-ifs and paradoxes

1. Challenge Stereotypes

Flip assumptions on their head.

· What if sportswear wasn’t just for athletes?

· What if ice cream was more popular in winter?

One team I worked with reimagined the locations where home appliances should be sold — not in electronics stores, but in lifestyle and design shops. That led to unexpected growth.

2. Ask ‘What-if?’

Challenge today’s norms.

· What if no one owned anything?

· What if all homes were shared spaces?

Asking speculative questions can reveal hidden trends and trigger imagination.

3. Embrace Paradox

Mix opposing ideas to unlock new insights.

· Could consuming more help the environment?

· Could eating more make you healthier?

Paradoxes challenge logic — and often lead to breakthrough ideas.

Final thoughts

1. Close the theory books

Most innovation theories are historical analyses — interpretations of what’s already happened. But the truth is that even with good research, our human limitations (biases, memory gaps, hindsight rationalization) make it almost impossible to know how innovation really unfolded. There are always multiple stories — and no one knows the full picture.

Theories are tidy. Innovation is messy.

2. Focus on action, not theory

Don’t wait until you’ve picked the ‘right’ framework. Start with something simple and practical — like the 4-pie model I outlined. What matters is not just making a move, but making the right first move. Far too often, I’ve seen teams rush into expensive ethnographic research just to feel like ‘something is happening’.

Real growth doesm’t come from frameworks and theories. It comes from:

· A clear mind

· A sharp focus

· And meaningful actions

So, move first. Classify later. Because momentum beats methodology — every time.


This article was first published on Medium in 2025.