How Hard Times Can Drive Innovation

Es el título de la entrevista en el WSJ a Clayton Christensen

Extracto 1. ¿Por qué habría mejor innovatividad en épocas de crisis?:

"The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business..."

Extracto 2. Innovatividad y propiedad accionaria:

"It's a business model you see with Li & Fung in Hong Kong, Tata Sons in India, and Cox Enterprises in Atlanta. In this model, the holding company is privately held, and then certain of the subsidiary companies that have the right characteristics take their shares public on the market. What that allows those companies to do is, when they have a disruptive innovation that they need to launch, they can just do it under the private umbrella of the holding company, and not have it reduce the near-term performance of the publicly held subsidiaries..."

Extracto 3. Innovatividad y la industria del cuidado y restauración de la salud [refiriéndose el profesor Christensen a su último libro, "The Innovator's Prescription"]:

"Well, one great benefit of the current economic crisis is that it will create pressure to find a real solution to the health-care problem. Right now, emergencies exist at companies like General Motors, which has got to drive the cost of its health care down. Every city and town in America would be bankrupt if they kept their books the way private-sector companies keep their books -- because of the obligation cities and towns have taken upon themselves to provide health care for their retirees. And so we really are in an emergency where it's likely that employers and health-care providers are open to completely rethinking some of the basic assumptions that made innovation seem impossible. What we're hoping with this book is that we can just bring a way to frame the problem that can help people reach consensus around a course of action that otherwise, at another time, would have seemed quite counterintuitive..."