Successful organizations often collapse not because they do something wrong, but because they do everything too right—focusing so intently on existing customers and proven profit models that they miss the early signs of disruption. The Innovator’s Dilemma reveals how low-end or fringe innovations, dismissed as inferior or unprofitable, quietly evolve to displace incumbents across industries. To survive and lead in today’s unpredictable environment, leaders must break free from short-termism, embrace experimentation, and build parallel structures that serve emerging needs. True innovation lies not in flashy technology but in the courage to challenge assumptions, listen to the unheard, and design responsibly for long-term relevance and equity.