Sony's problems can't be solved without new blood - this is the sentiment from one journalist. In light of recent 'poor performance' of the PS3, someone has proposed three options for Sony. The first is that they just come up with a copy of the Wii remote that works with the PS2, the second is to transform the PS2 into some form of Wii, and the third is to try and disrupt Nintendo completely and come out with something truly original and make the Wii look like yesterday's news. Personally we think Sony doesn't really have a problem, there is a huge install base with the PS2 waiting to upgrade, there are few good games out for the PS3 and it's still expensive - but this will change in due course. After this Christmas would be the ideal time to start dreaming up of whacky plans if Sony's fortunes don't turn with the PS3.

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The final option is for Sony to try to “disrupt the disruptor.” Instead of following a me-too strategy, Sony could seek to truly develop a category-changing project. While this approach would take more time and require greater investment, it has the most long-term potential—if Sony can figure out a different measure of performance on which to compete in the video game market. For example, perhaps the company could take another run at the handheld market, where there still seems to be substantial room for growth.

So what will Sony do? Rumors indicate that it is planning on following the first approach, sticking a new, motion-sensitive controller onto an existing console. Our perspective is that this is the worst of the three options. Instead, we’d recommend that Sony follow the second option to buy time while simultaneously undertaking efforts to develop an entirely new way to play in the video-game market. The key to success is realizing that the market is still replete with nonconsumption. Nintendo has shown one way to appeal to the non-gamers, but Sony could find others.

It isn’t easy for a company that has been thumped by a disruptor to respond. Trying to force-fit the disruptor’s new approach onto an existing business runs the risk of creating a disappointing product that further illustrates the novelty of the disruptor’s solution. Companies in the middle of a disruptive wave need to think about how they can disrupt the disruptor and find a new way to redefine the space. While this approach seems to carry the most risk, if done correctly, it actually has the greatest chance of real success.