Introduction
Disruptive technology is one of the most misunderstood and misinterpreted theories in businesses. Research on its definition and application is extensive in the effort to answer the vital questions that arise whenever it is utilized. Christensen, Raynor, and McDonald (2015) are among the scholars who have explored its use in real-life situations by analyzing a case of the Uber business model. While corporate experts and executives claim to understand the disruptive technology theory, the 2015 article “What is Disruptive Innovation” by Christensen, Raynor, and McDonald published in Harvard Business Review presents a convincing argument, indicating that it has been applied without an adequate understanding.
Article Summary
Although disruptive technology is commonly used in business, it faces the danger of being misunderstood. Christensen et al. (2015) indicate that as people utilize the model, they fail to comprehend its actual meaning. For instance, while the concept does not suggest any innovative idea that affects the existing businesses, the definition focusses on the same aspect of creativity. The authors provide an excellent analysis of the theory by examining whether Uber uses such a technology, but the outcome reveals that the company approaches are different. The Uber case study fails to meet the criteria for two reasons. Firstly, the business did not originate in low-end or new market foothold. Secondly, it attracted the mainstream customers and did not necessarily wait for quality to meet the standards. Thus, the business model is mistakenly believed to be a disruptive technology, while in the real sense, it is not.
The problem facing the theory is that users overlook some of the fundamental aspects. Christensen et al. (2015) identify four of them: disruption is a process, the business models created are different from incumbents, some innovations succeed while others fail, and the possibility of being misguided by the mantra “disrupt or be disrupted.” The theory plays a role in making strategic decisions as to whether a new product or technology should be sustaining or disrupting. The most important information is determining innovations that represent either of the roles. The authors further discuss the misconceptions inherent in understanding the theory. For instance, they argue that disruptions can occur in existing or new market as long as businesses venture into segments not well-served by the incumbents (Christensen et al., 2015). Interestingly, many sectors are effective in resisting competition, but the authors have not explained the factors behind such ability. The article concludes by emphasizing that readers still have a lot to learn about disruptive technology theory and its applicability in business.
Critical Evaluation
Christensen et al.’s (2015) article presents crucial information on a theory that is commonly applied in the business environment. The authors concur with those who criticize the common understanding of disruptive technology. For instance, Bergek, Berggren, Magnusson, and Hobday (2013) challenge the idea that the theory suggests the development of creative ventures as a result of discontinuous technological change, making the existing business models obsolete. Similarly, Christensen et al. (2015) criticize such conceptions of the approach to understanding innovative technology in business. The authors have used an Uber case study to effectively support their argument since the model is mistakenly believed to be disruptive. The example strengthens the claims and allows the reader to understand the concept better. In an earlier article “The Disruption Machine,” Jill Lepore (2014) uses case studies to explain the model used in business. The articles by Lepore (2014) and Christensen et al. (2015) assume interesting perspectives that communicate to the audience to make them understand a complicated concept.
Christensen et al.’s (2015) article is an excellent source of information on the disruptive technology theory. However, the authors have not cited any outside evidence to back up or strengthen their arguments. Nevertheless, the limitation does not deny the credibility of information written by experts in the fields of technology and business. Their claims are convincing since they provide substantial information on the covered topic with detailed explanations. The article’s structure and organization convey a logical flow of their case. The analysis moves from a coherent introduction, well-structured facts in the body of work, and a conclusion, pointing out the way forward in learning about the disruptive theory. People interested in understanding the concept can benefit from the content presented since it communicates and further explains the misconceptions in the disruptive technology theory, hence answering important questions related to its relevance and application in the business world.
Conclusion
Business executives believe that they understand the disruptive technology theory to the point of using it in making strategic decisions affecting their organizations. Additionally, many people consider some businesses to be disruptive while in reality, they are not. Christensen et al. (2015) introduce an important criticism not of the theory, but of its application in real life. The article is a source of compelling content on the controversial topic, explaining the significant misconceptions that accompany its use. The most interesting section is the case of the Uber business model commonly believed to be disruptive while in essence, it is not.
References
Bergek, A., Berggren, C., Magnusson, T., & Hobday, M. (2013). Technological discontinuities and the challenge for incumbent firms: Destruction, disruption or creative accumulation? Research Policy, 42(6-7), 1210-1224.
Christensen, C. M., Raynor, M., & McDonald, R. (2015). What is disruptive innovation. Harvard Business Review, 93(12), 44-53.
Lepore, J. (2014, June 23). The disruption machine. The New Yorker. Retrieved from https://www.newyorker.com/magazine/2014/06/23/the-disruption-machine
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