2.1阅读输入（2）主题阅读：Innovation guru Clayton Christensen.pdf

DisruptiveGenius Innovation guru Clayton Christensen on spreading his gospel, the Gospel,and how to winwiththe electric car by Craig Lambert July-August 2014 WHEN HE WAS 34 years old, Clayton Christensen started a company with a few MIT professors called Ceramics Process Systems Corporation.“Iwasthe business guy,” he explains. “We were making new products out of advanced materials.Inthatmarketniche,weweretheonlyonestosucceed:we beat DuPont,Alcoa, Hoechst.I could not explain thisby our having smarter people. The other companies had smart owners and smart managers, too. How could smart people fail? I started to think about other industries where talented leaders had failed—were they actually stupidmanagers?” Living in the Boston area, Christensen, M.B.A. ’79, D.B.A. ’92, now Clark professor ofbusiness administration,had enjoyed a close-up view of the rise and fall of Digital Equipment Corporation (DEC), a minicomputer manufacturer. DEC ranked among the world’s most widely admired companies in the 1970s and 1980s, and was, after state government, the second-largestemployerinMassachusetts.Minicomputersweremuchsmaller thanmainframes,whichhadappearedinthe 1950s,yet muchlargerthanthe personaldesktopcomputersthatfollowedthem,beginningintheearly 1980s. Inthe1970s,minisruledmuchofcomputation. But by the late 1980s, the business desktop microcomputer was eating DEC alive.“PeopleattributedDEC’sdemiseto[CEOKen]Olsen,”Christensensays. (Olsen had regarded desktop computers as toys for playing video games and publicly predicted they would fall flat in the business market.) “But the ‘stupid manager’ hypothesis didn’t make sense, because every company that made minicomputers, every one of them,diedinunison!Itwasn’tjustDigital,butDataGeneral,Prime,Wang, Honeywell.Youmight expectthesecompaniestocollude （密谋） on priceoccasionally,buttocolludetocollapseisastretch.” Christensenbecamecuriousaboutwhatdroveanentirecategoryofbusinesses to crash together in a s