Crossing the chasm for telecom

I picked up reading Geofrey Moore's Crossing the Chasm which basically enhances Roger's diffusion of innovation focusing on disruptive and discontinous innovations. Everyone in high-tech knows that this is a must-read-book for start-ups challenging the traditional ways of doing things (I got the book when I was in the incubation program).

Anyway, question is, how much is the chasm crossing framework applicable for a company such as Ericsson, which typically deals with both legacy infrastructure and multimedia solutions. Obvisouly, infrastructure (network) business is neither disruptive nor discontinous as the operators are typically ... giants, and the products should give operators a smooth way of upgrading, i.e. discontinousity is undesired. However, for multimedia solutions, innovations could be discontinous. I see IMS for example as a discontinous innovation that definitely should apply chasm framework. The difficulty though is the market segmentation part. First question, shall we consider operators as one and only segment? And is it clear that some operators are early adopters (BT 21CN network?) and others belong to mainstream market? Moore examplifies with macintosh which first focused on the art directors in big firms as early adopters, and these big firms were in different industries so that we later could have the bowlin pin effect.

I'm tired, gonna leave this post like this, already too long. Baaaah