Jill Lepore: What the Theory of “Disruptive Innovation” Gets Wrong

In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. Not long after that, I got a better assignment: answering the phone for Michael Porter, a professor at the Harvard Business School. Porter was interested in how companies succeed. Ever since “The Innovator’s Dilemma,” everyone is either disrupting or being disrupted. Things you own or use that are now considered to be the product of disruptive innovation include your smartphone and many of its apps, which have disrupted businesses from travel agencies and record stores to mapmaking and taxi dispatch. Last month, days after the Times’ publisher, Arthur Sulzberger, Jr., fired Jill Abramson, the paper’s executive editor, the Times’ 2014 Innovation Report was leaked.

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