Dr. Santiago Maya

Abstract:

This study investigates the impacts of disruptive chaos on the traditional structure of the value chain proposed by Michael Porter. In contexts marked by accelerated technological innovations, system collapses and unpredictable market transformations, support activities have been assuming central positions in value generation, while the boundaries between suppliers, competitors and customers become increasingly fluid.
The term disruption proposed by Clayton Christensen (1997) refers to a significant interruption or disturbance in a sector, industry or existing business model, often caused by the introduction of new technologies, innovative ideas, which change the established dynamics. Disruption involves the introduction of radical innovations that break existing business models and do not represent just an incremental improvement, but a paradigm shift that redefines the way the market operates
The term “disruptive chaos” can be understood as the combination of disruption and instability, and we can use it to describe moments or processes in which the rules of the game are abruptly broken to generate profound transformation in traditional business models, leading to new business structures.
In conditions of disruptive chaos, characterized by high uncertainty, structural disruptions, and accelerated changes, the traditional value chain proposed by Porter — based on a clear distinction between primary and support activities — loses its hierarchical rigidity. Disruptions can alter the sequential and functional logic of the model, causing a role reversal between activities.

The objective of this article is to understand how value chains are reconfigured under conditions of extreme instability and what strategies emerge in response. The expected results include an updated analytical model that allows understanding and navigating business dynamics in scenarios of high uncertainty.