January 30, 2018

Surviving Disruption

A version of this article appeared in the December 2012 issue of Harvard Business Review.


Maxwell Wessel is the general manager of SAP.iO, a lecturer at Stanford’s Graduate School of Business, and an investor with Nextgen Venture Partners. Connect with him on twitter ‘@maxwellelliot’.


Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at Harvard Business School.


Executive Summary

In this article Wessel and Christensen, both of Harvard Business School, introduce a way to work out how dangerous a disruption may be to your business. With a deep understanding of the jobs your company really does for customers and a clear take on both the advantages the disrupters have and the barriers they face, you can predict whether, to what extent, and how quickly an approaching disruption might displace your business model. Then you can take steps to maximize your core’s strengths in response.



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