“The reason [why great companies sometimes fail] is that good management itself was the root cause. Managers played the game the way it’s supposed to be played. The very decision-making and resource allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies.” So says one of the most important books chronicling how innovation takes place; The Innovator’s Dilemma, by Harvard professor and businessman Clayton Christensen. By developing and sticking to the actions that brought them greatness, successful corporations become unable to innovate. In fact, disruption itself represents a threat to their traditional model. For a corporation to accept a disruptive innovation they must first accept that what they currently do is wrong, or that it could be done better. This goes against everything they have told their customers, their employees and themselves. “Successful companies want their resources to be focused on activities that address customers’ needs, […]