Many disruptive innovations, despite their enormous potential and heightened optimism, suffer from significant delays in value creation or fail to create value all together. The talk will present my research on this topic and offer a perspective on why pursuing a disruptive innovation requires managing three different types of uncertainty - technology, ecosystem and business model. An explicit consideration of these uncertainties can help decision makers recognize the risks that surround the execution of the disruptive strategy. It can help them set more realistic growth expectations and evaluate strategic contingencies that can be experimented with and validated. With eyes open to confront uncertainties around the technology, ecosystem, and business model of each disruptive innovation, leaders and managers can better understand what to expect along the way and better devote the time and resources to strengthen the chances of success.