Unlike organizational innovation or product innovation, a business model innovation is partially hybrid of those two, yet very different in its nature. A business model innovation can be part of product innovation, but that co-existence is definitely not necessary. Likewise, a business model innovation can go hand in hand with organizational innovation, but also, there is no necessity to be part of each other. Business model changes can be made for existing products and/or existing organizational structures. When the first razor company decided to give the razor away for free and only sell the matching blades, it disrupted a global market. Competitors had been forced to either follow the model (making them a follower) or make substantial investments in significantly better razors. The disruptor just changed its pricing structure. In the past 20 years, that mechanism became part of startup disruptors. Whether it was the media industry, vacation rentals, taxies, electric vehicles, coffee, and hundreds of others – the business model innovation changed entire industries. The big challenge for the competition is that successful business model innovation is mostly a complex structure, made super easy for customers but virtually invisible for others. Even today, roughly 10 years later, the completion in the hotel industry, media industry, the automotive industry has not understood at all what and how those disruptors do their business.