David L. Rogers is a house hold name in Columbia University, if not the digital world of disruptive technologies at large. Unlike others, who have a tendency of making simple subjects arcane and difficult, David L.Rogers does not suffer from these failings. The language is lucid, succinct and facts well organized; occasionally using various tables to cluster the different facts and forms of disruptive technologies accordingly.
Thus, David L. Rogers was able to explain everything in plain, and simple prose. Often this is done by pitching Uber vs taxis or even Ford; or Marriot Hotels vs AirBnB; or Skype vs Verizon/ATT.
David L. Rogers, unlike other authors of same genre, argues that disruptive technologies are mediated most importantly by strategies; not programming codes and the likes.
If a company is good at harnessing various spectrum of performing indicators, such an entity is likely to succeed and excel first. Mainly, they can be reduced to five items i.e. customer experiences; competition; innovation; data; and value.
Indeed, the first refers to satisfying customer first and foremost, to the degree that allows them to be the brand champions of the companies. The second, in turn, avers to the need to be alert to asymmetric competition (as in a small company versus big one; not unlike David versus Goliath).
The third affirms the importance of continuous innovation; while the fourth finally reveals the importance of incoming big data. Last but not least, the last refers to the need to create added value all the time.
Understanding all five will point to the importance of strategy, not technology per se. David L. Rogers therefore point various companies to the need to constant reform; a process akin to 'chasing the dragon'; of seeking the next altitude or high point of existence. Only by looking for vertical excellence, will a company be able to strengthen its excellence and preponderance in a crowed, open, field.