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“I don’t know anything about business,” Ive demurs, but he abhors the current fascination with disruption. “I’m not interested in breaking things,” he says. “We have made a virtue out of destroying everything of value,” he says. “It’s associated with being successful and selling a company for money. But it’s too easy—in three weeks we could break e... See more
Jony Ive • Jony Ive on Life After Apple
Designers are taught that their job is to represent the people who will use our products. We "empathize" with them and put their needs at the center of our decision-making process. As companies scale up, their priorities and incentives become less and less aligned with the people using their products. Bad things happen as we stop solving people pro... See more
Jesse Weaver • Human-Centered Design Dies at Launch
Disruption Clayton Christensen defines disruption in his classic book The Innovator's Dilemma. Disruptive technologies are cheaper than existing ones, perform poorly under dominant standards, but are superior in a way existing markets do not need. During his research, new players repeatedly disrupted the market by introducing smaller disk drives wi... See more
Jerry Neumann • Disruption Is Not a Strategy
Disruption also attracts attention: disruptors are people who look for trouble and find it. Disruptive kids get sent to the principal’s office. Disruptive companies often pick fights they can’t win.
Peter Thiel, Blake Masters • Zero to One
Disruption, as theorized by Clayton Christensen in the early 1990s, is a process by which a startup offers a lower-cost product that performs worse along standard dimensions of performance for a small subset of customers outside of the mainstream. The product gets adoption, though, because it performs better on a new dimension of performance that i... See more