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This Shipslides page presents Disruption / Why incumbents lose as an interactive HTML presentation deck in the Business catalog with 13 slides. The share page keeps the uploaded deck sandboxed while exposing readable context, topics, and a slide outline for viewers and search engines.
A working brief on Clayton Christensen's theory of disruptive innovation — the patterns by which dominant firms, doing everything textbooks recommend, lose their markets to upstarts they could have crushed. Key sections include: DISRUPTION / Why incumbents lose; The Innovator's Dilemma: well-managed firms, well-executed strategies — and still they fall.; Sustaining innovation — what incumbents are built to do.; Disruptive innovation — starts inferior, in places no one important cares about.; Technology improves faster than customers' ability to absorb it. The disruptor crosses the demand line from below.; Kodak vs. digital cameras. Integrated steel vs. minimills.; The incumbent's most profitable customers do not want the disruptive product. So building it is, by every quarterly metric, a bad idea.; Resources, Processes, Values — the three layers that make a mature firm incapable of disruptive moves.; The same shape, different decade.; Not every collapse is "true Christensen disruption." Selection bias and definition drift have weakened the theory..
Key sections
- 01DISRUPTION / Why incumbents lose
- 02The Innovator's Dilemma: well-managed firms, well-executed strategies — and still they fall.
- 03Sustaining innovation — what incumbents are built to do.
- 04Disruptive innovation — starts inferior, in places no one important cares about.
- 05Technology improves faster than customers' ability to absorb it. The disruptor crosses the demand line from below.
- 06Kodak vs. digital cameras. Integrated steel vs. minimills.
- 07The incumbent's most profitable customers do not want the disruptive product. So building it is, by every quarterly metric, a bad idea.
- 08Resources, Processes, Values — the three layers that make a mature firm incapable of disruptive moves.
- 09The same shape, different decade.
- 10Not every collapse is "true Christensen disruption." Selection bias and definition drift have weakened the theory.
- 11Practical responses — mostly organisational, not technical.
- 12A genuinely powerful frame — sometimes overused, often misapplied, still indispensable.
- 13For further work.
