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'' ' GREAT! MEASURE
GROVE? ' ''
''HOW WILL YOU MEASURE YOUR LIFE?'' Professor Clay Christensen wrote this masterpiece.
IT'S EASIER TO HOLD YOUR PRINCIPLES 100 PERCENT of the time than it is to hold them 98 percent of the time, Harvard Professor Clay Christensen wrote.
IT'S NOTHING BUT NOISE, ALL THE TIME. We get hammered every second from an incessant sousaphone of tweets and from the righteous rage machine that screams at us in this digitized 24/7/365 communications world that we have built.
What you might not know is that we have long had a name for what this all : ''disruptive innovation''. The concept was pioneered by Clay Christensen, a high-profile and well regarded Harvard Professor of management who died some weeks ago of cancer at 67.
Professor Christensen's remarkable legacy grew out of a seminal book he published in 1997, ''The Innovator's Dilemma.''
The book covered esoteric industries like the disk drive market and excavating to analyze and illustrate the power of disruptive technologies. His ideas exploded through the then nascent Internet scene and throughout Silicone Valley.
I recall reading an early copy and thinking that it was a manifesto that the tech world would embrace - and that Professor Christensen was tech's prophet.
The Intel founder and chief executive Andy Grove was a fan. So was the Apple legend Steve Jobs. Both men were doubtlessly attracted to the idea that start-ups made up of outsiders could find ways to create new markets and new value -and disrupt and overwhelm established companies.
In the face of disruption, older companies could do almost nothing.
It wasn't that they couldn't see the new threats of start-ups but that they were stuck on serving their current businesses, and they failed to change their products and services out of fear of cutting into profits.
Professor Christensen's formula was elegant : ''First, disruptive products are simpler and cheaper; they generally promote lower margins, not greater profits.
IT'S EASIER TO HOLD YOUR PRINCIPLES 100 PERCENT of the time than it is to hold them 98 percent of the time, Harvard Professor Clay Christensen wrote.
IT'S NOTHING BUT NOISE, ALL THE TIME. We get hammered every second from an incessant sousaphone of tweets and from the righteous rage machine that screams at us in this digitized 24/7/365 communications world that we have built.
What you might not know is that we have long had a name for what this all : ''disruptive innovation''. The concept was pioneered by Clay Christensen, a high-profile and well regarded Harvard Professor of management who died some weeks ago of cancer at 67.
Professor Christensen's remarkable legacy grew out of a seminal book he published in 1997, ''The Innovator's Dilemma.''
The book covered esoteric industries like the disk drive market and excavating to analyze and illustrate the power of disruptive technologies. His ideas exploded through the then nascent Internet scene and throughout Silicone Valley.
I recall reading an early copy and thinking that it was a manifesto that the tech world would embrace - and that Professor Christensen was tech's prophet.
The Intel founder and chief executive Andy Grove was a fan. So was the Apple legend Steve Jobs. Both men were doubtlessly attracted to the idea that start-ups made up of outsiders could find ways to create new markets and new value -and disrupt and overwhelm established companies.
In the face of disruption, older companies could do almost nothing.
It wasn't that they couldn't see the new threats of start-ups but that they were stuck on serving their current businesses, and they failed to change their products and services out of fear of cutting into profits.
Professor Christensen's formula was elegant : ''First, disruptive products are simpler and cheaper; they generally promote lower margins, not greater profits.
Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms most profitable customers generally don't want, and indeed initially can't use, products based on disruptive technologies..''
IT WAS THAT SIMPLE. Professor Christensen's book came out a year before Google was founded, even years before Facebook, eight years before YouTube and 11 years before Uber.
Each of these companies knowingly or unknowingly, would follow his map.
While Professor Christensen would go to on write a sequel and many more books on adjacent topics ripe for disruption, like education [''Disrupting Class'' in 2008 ] and health care [''Innovative Prescription'' in 2009]. it was his initial idea that was devastatingly insightful.
I use the term devastate because, though no fault of Professor Christensen's, disruptive innovation took a turn for the worse in tech.
Silicon Valley failed to marry disruption with a concept of corporate responsibility, and growth at all costs became its motto.
The more measured approach that Professor Christensen taught was ignored.
Thus, in tech the idea was more like ''destructive innovation'' which to me was distilled in Facebook's famous sign that was once plastered all over the walls at its headquarters : ''Move Fast and Break Things.''
The Honor and Serving of the Latest Global Operational Research on Great Visionaries and Teachers, continues. The World Students Society thanks author Kara Swisher.
With respectful dedication to the Students, Professors and Teachers of the world. See Ya all prepare and register for Great Global Elections on The World Students Society : wssciw.blogspot.com and Twitter - !E-WOW! - The Ecosystem 2011:
''' Relevance - Redemption '''
IT WAS THAT SIMPLE. Professor Christensen's book came out a year before Google was founded, even years before Facebook, eight years before YouTube and 11 years before Uber.
Each of these companies knowingly or unknowingly, would follow his map.
While Professor Christensen would go to on write a sequel and many more books on adjacent topics ripe for disruption, like education [''Disrupting Class'' in 2008 ] and health care [''Innovative Prescription'' in 2009]. it was his initial idea that was devastatingly insightful.
I use the term devastate because, though no fault of Professor Christensen's, disruptive innovation took a turn for the worse in tech.
Silicon Valley failed to marry disruption with a concept of corporate responsibility, and growth at all costs became its motto.
The more measured approach that Professor Christensen taught was ignored.
Thus, in tech the idea was more like ''destructive innovation'' which to me was distilled in Facebook's famous sign that was once plastered all over the walls at its headquarters : ''Move Fast and Break Things.''
The Honor and Serving of the Latest Global Operational Research on Great Visionaries and Teachers, continues. The World Students Society thanks author Kara Swisher.
With respectful dedication to the Students, Professors and Teachers of the world. See Ya all prepare and register for Great Global Elections on The World Students Society : wssciw.blogspot.com and Twitter - !E-WOW! - The Ecosystem 2011:
''' Relevance - Redemption '''
Good Night and God Bless
SAM Daily Times - the Voice of the Voiceless
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