Without any doubt, the story of the week was Jill Lepore’s take on Disruptive Innovation in the New Yorker (The disruption machine: What the gospel of innovation gets wrong). The article is a massive takedown of Clayton Christensen’s theory of Disruptive Innovation by a fellow professor at Harvard. Partially, it’s an argument against the overuse “disruption” as a management buzzword. But mainly, it argues that Christensen cherry picked examples and the theory has generally failed to be predictive.
This piece is causing a huge stir in academic and management circles alike: