Clayton Christensen's theory of disruption, outlined in his book "The Innovator's Dilemma," describes how successful companies can lose their market leadership by focusing too much on pleasing their most profitable customers and ignoring or underestimating the needs of less profitable customers.Key elements of the theory include:$1.**$Disruptive Innovation$**$: This is an innovation that creates a new market by providing a different set of attributes that are valued only in the low$-$end market or new market segment. Disruptive innovations are often simpler, more affordable, and more accessible, but initially, they may not be as good as existing products in mainstream markets$\mathrm{.}2.**$Sustaining Innovation$**$: This type of innovation improves existing products along the dimensions of performance that mainstream customers historically value. Sustaining innovations help companies stay competitive in their core markets$\mathrm{.}3.**$Technology Trajectory$**$: This refers to the pace at which a technology improves. Christensen distinguishes between two types of trajectories: sustaining $($incremental improvements$)$ and disruptive $($radical$,$ transformative improvements$)\mathrm{.}4.**$Disruptive Trajectory$**$: This trajectory involves technologies that start off lower in performance than the mainstream market requires but improve over time to meet the needs of mainstream customers$\mathrm{.}5.**$Market Segmentation$**$: Christensen explains that markets can be segmented into two types: sustaining markets, where companies compete by improving existing products, and disruptive markets, where companies compete by creating new products or services that appeal to different customer needs$\mathrm{.}6.**$Value Networks$**$: Disruptive innovations often require new value networks, which are the companies and individuals that create, produce, and deliver a product or service to customers. These networks may differ from those in existing markets.Overall, the theory of disruption suggests that established companies can be blindsided by disruptive innovations because they focus too much on their existing customers and fail to recognize the potential of disruptive technologies in new or low$-$end markets.