RIP @claychristensen, who influenced the strategy of an entire generation of founders.
Christensen's term “disruptive” is used loosely today to mean any big change—but it actually has a precise, technical meaning.
In honor of his legacy, here's what “disruptive” actually means:
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Startups are more likely to succeed at disruptive innovation because they find a *new* market that is better served by the new technology. (Or used to be more likely… today everyone knows disruption theory so well that big companies are getting better at it!)
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This happened multiple times in the computer industry as well. From mainframes to minicomputers to PCs to laptops to smartphones, each generation of computers was less powerful but also smaller, cheaper and more convenient.
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The irony is that as technology improves and all products get more powerful and efficient, the disruptive approach often hits the point where it now meets the needs of the original market…
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And the older approach by this point has often “overshot” the market, providing more power than anyone really needs. Result: disruptive technology completely takes over. (Becoming the next incumbent, setting up the cycle to begin again)
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That's *The Innovator's Dilemma* in a nutshell. There's much more in the book though. I particularly enjoyed Christiansen's analysis of an organization's capabilities into “resources, processes and values”: https://www.amazon.com/Innovators-Dilemma-Technologies-Management-Innovation-ebook/dp/B012BLTM6I …
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For Christiansen's own summary, see this 2015
@HarvardBiz article:https://hbr.org/2015/12/what-is-disruptive-innovation …Prikaži ovu nit -
And for some thoughtful commentary and critique of disruption theory, see
@benthompson's disruption articles on@stratechery:https://stratechery.com/outline/the-innovators-dilemma/ …Prikaži ovu nit -
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Argh, I misspelled his name multiple times in this thread. It's *Christensen*.
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It takes time for new tech paradigm to mature and ramp up, that is the window of opportunity for startups. Also, the underlying supply chain and org structure are usually totally different under the new paradigm, making it impossible for incumbent to adapt.
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