The most shocking conclusion of Clayton M. Christensen's The Innovator's Dilemma is that good managerial practices can lead a company to failure when dealing with disruptive technologies. Good managers lead companies by pursuing high profit margins and delivering what their customers want. But Christensen proves that those methods only work for sustaining technological development and not for developing disruptive technology. That is revolutionary. Christensen clearly explains how to avoid the same failures that Sears, Woolco, and many other companies have experienced.
Christensen also offered an eye-opening explanation of the migration of capabilities within a company. It explains why resources are more important to a startup while process, values, and culture are more important to a mature company. I thought about my experience at a startup where I work. When I joined two years ago, there was no process -- for anything. The three programmers sat in a room next to each other and just coded. Now we have bug lists, version control, and development environments. Our values are also starting to coalesce into a company culture. I enjoyed being influential in the development of that culture. But it will be time for me to get a new job when this period of development ends and employees become just another programmer.
