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It is also necessary to distinguish between different degrees or regimes of innovation. To do this, we shall use the concept of dominant design (Abernathy and Utterback 1978; Garel and Rosier 2008)ssss1. It is a standard, a set of characteristics and properties of products that are accepted, recognized at a given time and common to all market players. A dominant design implies that we know how to identify, design, manufacture, promote, distribute and use a product or a service. A product is then easily and quickly recognized for what it is, within the framework of a dominant design. It is a stable architecture that enables functions to be fulfilled and users to be satisfied, with a certain level of performance around which competition shall be organized, but also an ecosystem and an established business model (with its technologies, regulations, market, commercial relations, value creation system, etc.). Disruptive innovation involves a change in dominant design. This emergence is rare, systemic, and it is a long process. It rarely emanates from established companies, which have little interest in upsetting markets that have consolidated their competitive position, in destabilizing customers who are mainly looking for marginal improvements, and are more or less captive to the network that has been set up within their sector (Christensen 1997). There is also a widespread fear that already marketed products will be “cannibalized” in this way (Leitner 2017).