Core Rigidity
Version 1.0.0 · Updated 2026-07-30
CORE DEFINITION
If a company's core competence is solidified over time, it can become core rigidity that hinders innovation. Because the old capability system will reject new knowledge and skills that are incompatible with it. Scaffolding effect: the trap of success. Nokia was too strong in hardware (core competence), which led to its inability to understand the software ecosystem (core rigidity). Companies must have the courage to 'disrupt their own core competence' to survive cycles.
SCAFFOLDING EFFECT
Reduce cognitive load
The trap of success. Nokia was too strong in hardware (core competence), which led to its inability to understand the software ecosystem (core rigidity). Companies must have the courage to 'disrupt their own core competence' to survive cycles.
Anchor fast decisions
The core competence that brought success in the past can become rigidity that resists change in specific contexts, hindering adaptation to new environments. The stronger the capability, the harder it is to abandon.
MINIMUM ACTION
In progress 0/3Practice this model in one real situation:
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Source support: Explicit
- baike.baidu.comhttps://baike.baidu.com/item/%E6%A0%B8%E5%BF%83%E5%88%9A%E6%80%A7/6598145verified
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