Analyzing Resistance and Acceptance of Disruptive Innovation Theory

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The theory of disruptive innovation faced resistance initially with critics questioning its validity, particularly in large established companies like Gillette, Pepsi, and Coke. However, the theory offered a valuable explanation for managers, giving them a rationale for unexpected challenges even when following traditional business strategies. It highlighted how companies could fall victim to the 'innovator's dilemma,' acknowledging that successful disruptive innovations could catch even the most prominent companies off guard. The theory also shed light on puzzling business behaviors, such as the failure of Blockbuster to seize opportunities like Netflix did, attributing it to inherent organizational incentives that hindered responses to disruptive changes.

In 1995, the late and legendary Harvard Business School professor Clayton Christensen introduced his theory of “disruptive innovation” right here in the pages of the Harvard Business Review. The idea inspired a generation of entrepreneurs and businesses, ranging from small start-ups to global corporations.

Three decades later, debates have emerged around how the theory should be applied — especially within technology start-ups that have driven so much economic growth since 2000.

In this episode, Harvard Business Review editor Amy Bernstein and a panel of expert scholars discuss the legacy of disruptive innovation, and how the common perception of disruption has drifted away from its original meaning.

Expert guests include:

· Harvard Business School senior lecturer and director of the Forum for Growth and Innovation Derek van Bever

· Columbia Business School professor Rita McGrath

· Harvard Business School professor Felix Oberholzer-Gee

Key episode topics include: strategy, competitive strategy, business history, disruptive innovation, Clay Christensen, innovator’s dilemma.

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· Listen to the full HBR IdeaCast episode: 4 Business Ideas That Changed the World: Disruptive Innovation (2022)

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