customer service

“As Roger Martin says, the theory of disruption has helpfully created an awareness about a phenomenon that deserves attention: there is a tendency for incumbents to keep on exploiting a technology that works for their economic structure, but no longer for customers. But the theory sheds insufficient light on the question of how do you tell a dangerous disruption from an illusory one. There is no clear metric of disruption. All disruptions are not equal. Applying ‘disruption theory’ to every vertical value chain is misleading and doesn’t deal with the tougher question about how to distinguish between dangerous and illusory disruptions.” – The New Yorker: Battle Of The Strategy Titans