HBR On Strategy How McKinsey Resisted Disruption
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Jan 1, 2025 
Clayton Christensen, the late Harvard Business School professor known for his disruptive innovation theory, and Dominic Barton, former McKinsey managing partner, delve into how McKinsey adapted to industry-wide disruption. They discuss the importance of flexibility and efficiency in consulting strategies. The conversation highlights the challenges faced by traditional firms against tech-driven market changes and illustrates the evolution of McKinsey Solutions. Their insights shed light on the urgency for consulting firms to innovate and collaborate with academia for sustained success.
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Disruption's Starting Point
- Disruption emerges in unattractive market segments, where established players prioritize larger, more profitable opportunities.
- Disruptors capitalize on these overlooked segments and gradually move upmarket.
Disruption as a Process
- Disruption is a process, not a one-time event, and the theory itself is constantly evolving.
- The key is understanding what drives profitability in a given industry, not just product quality.
Recognizing the Need for Change
- Dominic Barton realized the consulting world was changing in 2009 after commissioning a study on global shifts.
- CEOs expressed concern about technology outpacing management and the need for more flexible consulting solutions.