Beyond Disruption

Every additional customer accrued a cost, whether that be the marginal cost of serving them or the opportunity cost of not serving a different customer. Given that, it was, as Christensen noted, perfectly rational to focus on the most profitable ones.However, something else momentous happened around 20 years ago: the emergence of the Internet. As I... See more

I share Professor Clayton Christensen’s consternation about the overuse of the term “disruption.” In this month’s issue of the Harvard Business Review, Christensen and his co-authors Michael Raynor and Rory McDonald write:Disruption theory is in danger of becoming a victim of its own success. Despite broad dissemination, the theory’s core concepts ... See more