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Exploit Disruptive Infrastructure Technology

Disrupt or be disrupted. Start here.

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  • Nitin Babel, Co-Founder,
  • Erik Bjerklund, Manager of Technical Services, Corix
  • Lindsay Boyajian, Chief Marketing Officer, Augment
  • Vern Brownell, CEO, D-Wave
  • Brenda Cooper, CIO of City of Kirkland, Futurist, and Science Fiction Novelist
  • Dave Evans, Co-founder/CTO, Stringify and Former Chief Futurist for Cisco
  • David Ferrucci, Former Principal Investigator for IBM’s Watson Project
  • Chris Green, Enterprise Architect, Boston Private
  • Andrew Kope, Head of Data Analytics, Big Blue Bubble
  • Jason Hong, Associate Professor, School of Computer Science, Human-Computer Interaction Institute, Carnegie Mellon University
  • Hanan Luftiyya, Professor, Chair of Computer Science, Western University, Canada
  • Michael Maguire, Management Consultant
  • Jon Mavor, Co-Founder and CTO, Envelop VR
  • Dan Pitt, President, Palo Alto Innovation Advisors
  • Courtney Smith, Co-Founder, Executive Creative Director, PureMatter
  • Emmanuel Tsekleves, Senior Lecturer in Design Interactions, University of Lancaster

Your Challenge

  • Predicting the future isn’t easy. Most IT leaders fail to realize how quickly technology increases in capability. Even for the tech savvy, predicting which specific technologies will become disruptive is difficult.
  • Communication is difficult when the sky is falling. Even forward-looking IT leaders struggle with convincing others to devote time and resources to monitoring technologies with a formal process.

Our Advice

Critical Insight

  • Proactively monitoring, evaluating, and exploiting disruptive tech isn’t optional. It protects your role, IT’s role, and the future of the organization.
  • A diverse working group maximizes the insight brought to bear. An IT background is not a prerequisite.
  • The best technology is only the best because it brings value immediately. Good technology might not be ready; ready technology might not be good.

Impact and Result

  • Create a disruptive technology working group.
  • Produce a longlist of disruptive technologies.
  • Evaluate the longlist to produce a shortlist of disruptive technologies.
  • Develop a plan for a proof-of-concept project for each shortlisted technology.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should exploit disruptive infrastructure technology, review Info-Tech’s methodology, and understand the ways we can support you in completing this project. Then review Info-Tech’s analysis of disruptive infrastructure tech in 2017.

3. Create an action plan to exploit disruptive technologies

Develop a proof-of-concept plan for each shortlisted technology.

Guided Implementations

This guided implementation is a ten call advisory process.

Guided Implementation #1 - Create a working group

Call #1 - Explore the need for a disruptive technology working group
Call #2 - Review the team name, participants, and timeline
Call #3 - Review the agenda for the initial meeting
Call #4 - Assess the results of the initial meeting

Guided Implementation #2 - Evaluate disruptive technologies

Call #1 - Review how you’re brainstorming and sources of information
Call #2 - Review the final longlist and begin narrowing it down
Call #3 - Review the final shortlist and assessment

Guided Implementation #3 - Exploit disruptive technologies

Call #1 - Review the next steps
Call #2 - Review the progress of your team
Call #3 - Review the communication plan

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Pre-work: Establish the Disruptive Tech Process

The Purpose

  • Discuss the general overview of the disruptive technology exploitation process.
  • Develop an initial disruptive technology exploitation plan.

Key Benefits Achieved

  • Stakeholders are on board, the project’s goals are outlined, and the working group is selected.




Get execs and stakeholders on board.


Review the process of analyzing disruptive tech.

  • Initialized disruptive tech exploitation plan

Select members for the working group.


Choose a schedule and time commitment.


Select a group of visionaries.

  • Meeting agenda, schedule, and participants

Module 2: Hold the Initial Meeting

The Purpose

  • Understand how disruption will affect the organization, and develop an initial list of technologies to explore.

Key Benefits Achieved

  • Knowledge of how to think like a futurist.
  • Understanding of organizational processes vulnerable to disruption.
  • Outline of potentially disruptive technologies.




Start the meeting with introductions.


Train the group to think like futurists.


Brainstorm about disruptive processes.

  • List of disruptive organizational processes

Brainstorm a longlist.


Research and brainstorm separate longlists.

  • Initial longlist of disruptive tech

Module 3: Create a Longlist and Assess Shortlist

The Purpose

  • Evaluate the specific value of longlisted technologies to the organization.

Key Benefits Achieved

  • Defined list of the disruptive technologies worth escalating to the proof of concept stage.




Converge the longlists developed by the team.

  • Finalized longlist of disruptive tech

Narrow the longlist to a shortlist.

  • Shortlist of disruptive tech

Assess readiness and value.

  • Value-readiness analysis

Perform a SWOT analysis.

  • SWOT analysis
  • Candidate(s) for proof of concept charter

Module 4: Create an Action Plan

The Purpose

  • Understand how the technologies in question will impact the organization.

Key Benefits Achieved

  • Understanding of the specific effects of the new technology on the business processes it is intended to disrupt.
  • Business case for the proof-of-concept project.




Build a problem canvas.

  • Problem canvas

Identify affected business units.


Outline and map the business processes likely to be disrupted.

  • Map of business processes: current state

Map disrupted business processes.

  • Map of disrupted business processes

Recognize how the new technology will impact business processes.

  • Business case for each technology

Make the case.