The technology adoption lifecycle (Chasm theory) summarises how communities respond to discontinuous innovation, i.e. new products that require the end user and the marketplace to dramatically change their past behaviour to achieve the promise of equally dramatic new benefits. Past examples of this are fax machines, personal computers, spreadsheets and electronic mail.
The original work from as early as the 1950s has been extended by Geoffrey Moore in his books Crossing the Chasm and Inside the Tornado to include his observation of a large gap between the take up of new technology by technology enthusiasts and the majority market.
In this white paper we consider the Chasm Model and its impact on developing strategy for innovation.