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Here is an interesting interview of Clayton Christensen, Harvard Prof
and proponent of disruptive innovations. His ideas apply to societies
as well as businesses, IMHO. <br>
<a class="moz-txt-link-freetext" href="http://www.cio.com/archive/040101/disruption.html">http://www.cio.com/archive/040101/disruption.html</a><br>
<br>
Intro blurb: <font class="medium"><font
face="Verdana,arial,helvetica,geneva,sans serif" size="-1"><b>IN
RECENT YEARS, HARVARD </b>Business
School professor Clayton Christensen has gained a reputation for his
work on "disruptive innovations"—products or systems that create
entirely new markets. His first book, <i>The Innovator's Dilemma: When
New Technologies Cause Great Firms to Fail</i>
(Harvard Business School Press, 1997), was named the best business book
of 1997 by The Financial Times and Booz, Allen & Hamilton, and
remains a stalwart in CIO's <a href="http://www.cio.com/books/"
target="_new">Reading Room</a>.
Christensen's research explains why established companies—even those
competently managed by smart people—have such trouble countering or
embracing disruptive innovations that are on the horizon. His theory is
that organizations customarily develop mind-sets and processes that
revolve around doing what they already know. Once that pattern becomes
established, managers have great difficulty justifying to others or
even themselves the need to turn their processes upside down to respond
to a barely emergent market change. By the time the threat is apparent,
however, it's usually too late; upstart companies have seized a
substantial lead.
<br>
</font></font><br>
<br>
Lynn<br>
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