Think Like a Disruptor: How to Challenge Industry Assumptions Before Someone Else Does

I get it. You’ve got a good business model, solid growth, and a reliable customer base. But what happens when a competitor starts questioning the fundamental assumptions your entire industry has been operating under for decades?

Ask Blockbuster how that worked out.

The most dangerous position in business today isn’t being small — it’s being certain. The assumptions you’ve built your business on are precisely what makes you vulnerable to disruption.

What Successful Disruptors Really Do

The most powerful disruptors challenge core industry assumptions that everyone else takes for granted.

Look at Carvana. The auto sales industry operated under several seemingly unshakeable assumptions:

• Car buying requires in-person dealership visits
• Test drives are essential before purchase
• Price negotiation with salespeople is an inevitable part of the process
• Vehicle returns aren’t practical due to immediate depreciation

Carvana questioned every single one. They built a completely online car purchasing platform, created detailed 360° imagery of vehicles, established transparent fixed pricing, and implemented a 7-day return policy that eliminated the need for pre-purchase test drives. They even created car “vending machines” that transformed vehicle pickup into an experience rather than a paperwork ordeal.

Netflix followed a similar path. When they started, the video rental industry assumed:

• Physical stores were essential to video rental
• Late fees were a necessary revenue stream
• DVD ownership and distribution required massive infrastructure
• Streaming would never replace physical media

By methodically dismantling these assumptions one by one, Netflix transformed from a DVD-by-mail service into a global streaming giant and content creator that fundamentally changed how people consume entertainment.

A Four-Step Process for Leaders

How can your company identify which assumptions make you vulnerable? Follow this process:

1. Map Your Industry Certainties: List every “that’s just how it works” statement in your industry. Focus particularly on pricing models, customer interactions, inventory management, and fulfillment processes.
2. Apply the “What If” Test: For each assumption, ask: “What if the opposite were true?” What if customers preferred less choice? What if same-day delivery became standard? What if your product became a service?
3. Identify Technological Enablers: Look for emerging technologies that might make alternative models viable. Often, disruption happens when a new technology makes challenging old assumptions possible.
4. Run Small Experiments: Design quick, inexpensive tests to challenge your most vulnerable assumptions. Don’t wait until disruption happens — disrupt yourself first.

The Hidden Benefit: More Meaningful Work

There’s something remarkable that happens when teams engage in assumption-challenging work together. Beyond just protecting the business from disruption, this process creates a more fulfilling work environment. When people are invited to question “how things have always been done,” they become more invested in creating the future.

I’ve seen leadership teams light up during these sessions. People who felt stuck in operational routines suddenly find themselves engaged in meaningful strategic thinking. The engineer who’s been quietly frustrated by an inefficient process for years finally has permission to reimagine it. The customer service rep who hears the same complaints daily can now help design the solution.

This isn’t just about building a more resilient business model — it’s about creating work that matters. When teams collaborate to challenge assumptions, they don’t just protect market share; they reclaim the sense of purpose and possibility that initially drew them to their work.

Companies that proactively question their assumptions position themselves to either lead the disruption or quickly adapt when it comes. And they create a more energized, engaged culture in the process. The real danger lurks in confidently following familiar paths while competitors create shortcuts around you. If you want a practical starting point for this work, the Assumptions Distributors Must Challenge guide is built around exactly this kind of structured, industry-specific questioning.

Work well,

Adriana McLane

I help privately held distributors build strategy that holds up through growth, leadership transition, and what comes next. Fifteen years running Fulfilling Strategy — the last six spent deep inside distribution, working alongside the leadership of privately held distribution companies to build strategy that holds when a competitor moves in on your territory, when a President steps back, and when the next generation takes the lead. More about Adriana →