“It’s become quite clear to me that the existing business units that sell the existing products made from existing technology find it difficult to go after disruptions. A, because the economic model is unattractive, but B, the existing business generally is still very strong when the disruption emerges. And for them to try to change the way they go about their work, to go after the disruption, means that they have to walk away from very profitable products and customers.”

Clayton Christensen, business professor at Harvard and founder Innosight