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Organisations develop a capability for sustaining innovation that resides in their processes. On the other hand, disruptive innovations occur so intermittently that no company has a practiced process for handling them. disruptions are inconsistent with the leading companies' priorities because they have the resources required to succeed at both sustaining and disruptive technologies. But their processes and the priorities that are embedded in their business models constitute disabilities in their efforts to succeed at disruptive innovation, In contrast, new companies are actually more capable of pursuing disruptive growth markets. lacking resources doesn't constrain them. Their priorities can embrace small markets, and their cost structures can accommodate lower profits.

团队配合的任务---Teams to Fit the Task

Functional and lightweight teams are designed to exploit the capabilities resident in existing
processes and business models.' A heavyweight team is a tool to create a new process, and an autonomous team is a tool to create a new business model.

Heavyweight teams allow members to interact differently than they habitually could across the boundaries of functional organizations. Members bring their functional expertise with them as they join the team. But their mindset is to collectively figure out a better way to knit things together so that the over-all project is successful
A project is disruptive if the existing business units in a company cannot prioritise it, relative to other investments that they have the options of making.

解释和解决有关职能部门的投诉---Explaining and Resolving Complaints about functional silos

One of the most common complaints heard from people working in almost every organisation is that working in functional silos is the persistent source of headaches, errors, frustrations and delays.

executives managing innovation need to structure the proper team by starting at the highest required level in the hierarchy of organizational design, and then cascading downward through the issues at each lower level. It the project is disruptive to the priorities embedded in the firm's business model, the project needs to be autonomous. The reason why most people work in silos is that the functional organization is the 'default'
mode at the end of the cascade down the hierarchy, where the majority of recurrent tasks arise.

Autonomous business units and functional units tend to be the more permanent form of organization. Heavyweight and lightweight teams are temporary mechanisms.

What is disruptive to one company might have a sustaining impact on another.

创造新能力---Creating New Capabilities

The RPI model can be a useful guide for executives who determine that they need to create new capabilities because those that their organization presently has aren't well suited for building new growth businesses.
But processes and business models can also be made or bought.

Making New Processes

Whereas lightweight and functional teams are tools to exploit existing processes, heavyweight teams are tools to create new processes.

Creating New Business model

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