For big, established firms, introducing a new business model is no easy task, especially when there’s some start-up poised to steal business the minute the competitive landscape changes. But according to disruptive innovation expert Clay Christensen, if companies truly understand how their new business model relates to the old one, a profitable transition is possible. Christensen points to IBM, which switched profitably from the mainframe market to the PC market, for proof that it can be done right.
Featured Guest: Clay Christensen, coauthor of the Harvard Business Review article “Reinventing Your Business Model.”
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