in tutti questi saggi mi pare assente l'aspetto politico. ad esempio, lo sherman act e' nato per temperare fenomeni imho On 10/12/2014 11:49, J.C. DE MARTIN wrote:
Grazie, Giampaolo.
Segnalo anche io un altro seguito al pezzo della prof.ssa Lepore, ovvero, le riflessioni - che valgono la lettura - del prof. Chris Newfield:
http://utotherescue.blogspot.it/2014/06/christensens-disruptive-innovation.h...
Ciao, juan carlos
On 10/12/14 11:34, Giampaolo Mancini wrote:
Ciao, per completezza, qualche giorno dopo, su Bloomberg Business Week, Christensen ha risposto alla Lepore in una intervista condotta da Drake Bennett.
Eccovi il link:
http://www.businessweek.com/articles/2014-06-20/clayton-christensen-responds...
Googlando un po' si trovano anche altre analisi sia sull'articolo della Lepore sia sulla interpretazione della teoria della Disruption Innovation in genere.
A questo proposito uno degli articoli più esplicativi che mi è capitato di leggere negli ultimi anni è "Understanding How The Innovator’s Dilemma Affects You" di Mark Suster (http://www.bothsidesofthetable.com/2010/11/04/understanding-how-the-innovato...).
Grazie per aver postato il link!
A presto, Giampaolo
On Wed, Dec 10, 2014 at 10:02 AM, J.C. DE MARTIN <demartin@polito.it <mailto:demartin@polito.it>> wrote:
Scusate la segnalazione tardiva (l'articolo apparso sul New Yorker a giugno), ma è uno di quei testi che purtroppo è rimasto a lungo un tab aperto ma non letto...
Peccato perché meritava invece che lo leggessi subito: si tratta infatti di una delle più belle demolizioni del concetto di "innovazione" e, soprattutto, di "disruptive innovation", la teoria del prof. Clayton M. Christensen di Harvard.
Un lucido antidoto a una delle stravaganze del nostro tempo.
juan carlos
Annals of Enterprise June 23, 2014 Issue
*The Disruption Machine* /What the gospel of innovation gets wrong./
By Jill Lepore
In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.
Not long after that, I got a better assignment: answering the phone for Michael Porter, a professor at the Harvard Business School. I was an assistant to his assistant. In 1985, Porter had published a book called “Competitive Advantage,” in which he elaborated on the three strategies—cost leadership, differentiation, and focus—that he’d described in his 1980 book, “Competitive Strategy.” I almost never saw Porter, and, when I did, he was dashing, affably, out the door, suitcase in hand. My job was to field inquiries from companies that wanted to book him for speaking engagements. “The Competitive Advantage of Nations” appeared in 1990. Porter’s ideas about business strategy reached executives all over the world.
Porter was interested in how companies succeed. The scholar who in some respects became his successor, Clayton M. Christensen, entered a doctoral program at the Harvard Business School in 1989 and joined the faculty in 1992.
[…]
Continua qui: http://www.newyorker.com/magazine/2014/06/23/the-disruption-machine
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