Disruption
Disruption is still explanatory, but the Internet has changed a lot.
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Dollar Shave Club is a textbook example of how the new Internet economy will destroy value in incumbent industries.
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Clayton Christensen claims that Uber is not disruptive, and he’s exactly right. In fact, disruption theory often doesn’t make sense when it comes to understanding how companies succeed in the age of the Internet.
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Not all products are disruptive: some are obsoletive. They are more expensive but remove the need for entire categories of products.
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Chromebooks and the Cost of Complexity
While there is a question of degree, it seems quite certain that Chromebooks had a pretty good 2013. Many are attributing this to price – most Chromebooks cost $300 or less – and they’re almost certainly right. It seems like yet another case of disruption: a cheaper, inferior product enters the market against a competitor […]
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Obsoletive
Not all products are disruptive: some are obsoletive. They are more expensive but remove the need for entire categories of products.
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What Clayton Christensen Got Wrong
Clayton Christensen continually predicts that Apple will be disrupted because his theory does not incorporate the importance of the user experience.
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If Apple is Disrupted, Will We Blame Tim Cook?
I’m not predicting the following will happen, but I’m also not saying it won’t.1 September 18, 2018, Beijing, China – In a development few could have foreseen even five years ago, it’s Beijing and its global icon Xiaomi that is the star of September, the role formerly filled by the increasingly irrelevant Apple. At 10AM […]
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The Jobs TV Does
This is Part 3 of a three-part series on what changes, if any, may be coming to TV TV, as I have recounted in the last two articles, is as firmly entrenched as an incumbent can be. The idea that you can cut the cord and simply watch the shows you currently want to watch […]
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Why TV Has Resisted Disruption
The structure of the TV businesses and exclusive content has helped the industry escape disruption. For now.
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Apple and the Innovator’s Dilemma
This paper was originally written in 2010 for a Corporate Innovation class at Kellogg Business School, and thus predates Stratechery by several years.