Post by account_disabled on Jan 14, 2024 4:53:49 GMT
That's Scott Anthony. He is a longtime protégé of Christensen and a senior partner at a growth strategy consulting firm. Anthony wrote the article "How Leaders Deceiver Themselves About Disruption" in the spring issue of MIT Sloan Management Review. He said one thing Christensen observed that remains true today is that we don't always see or want to see the truth. Scott Anthony: Leaders unintentionally lie to themselves. That is, they tell themselves something that they believe is true, but is not. This is the heart of the Innovator’s Dilemma. Dilemma is that customers tell us the truth and customers show us the way.
Clay found that if you listen to your best, pickiest, and most profitable customers, they will often lead you astray when disruption comes. Because disruption is about doing things differently. It's all about making complex things simple and expensive things cheap. And your best customers don't want it, don't need it, and won't tell Email Lists Database you to do it. Paul Michelman: But the lies don't stop there. There are other ways leaders deceive themselves. Another big problem is that data only provides certain types of information, which effectively becomes a lie.
Take Kodak at the dawn of the digital photography era. Scott Anthony: Kodak wasn't bankrupt yet, but you could see the writing on the wall. The problem is that it won't stop growing. In this case, it's analog film. Everyone tells Kodak that digital is the future, but Kodak's data keeps telling it that analog is the present. So the lie here is that the data tells you that you are safe until you are not. Data reports what happened in the past, not what will happen in the future. You could be in the middle of a disruptive storm, like Kodak was or like Nokia was a decade ago and within a few years, your revenue is up, your profits are up, and your stock price looks good.
Clay found that if you listen to your best, pickiest, and most profitable customers, they will often lead you astray when disruption comes. Because disruption is about doing things differently. It's all about making complex things simple and expensive things cheap. And your best customers don't want it, don't need it, and won't tell Email Lists Database you to do it. Paul Michelman: But the lies don't stop there. There are other ways leaders deceive themselves. Another big problem is that data only provides certain types of information, which effectively becomes a lie.
Take Kodak at the dawn of the digital photography era. Scott Anthony: Kodak wasn't bankrupt yet, but you could see the writing on the wall. The problem is that it won't stop growing. In this case, it's analog film. Everyone tells Kodak that digital is the future, but Kodak's data keeps telling it that analog is the present. So the lie here is that the data tells you that you are safe until you are not. Data reports what happened in the past, not what will happen in the future. You could be in the middle of a disruptive storm, like Kodak was or like Nokia was a decade ago and within a few years, your revenue is up, your profits are up, and your stock price looks good.