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What’s Really Disrupting Business? It’s Not Technology - HBS Working Knowledge - Harvard Business School
“INCUMBENTS TEND TO RESPOND TO DECOUPLING BY GLUING BACK THE PART OF THE VALUE CHAIN THAT WAS BROKEN.”
disruption  transformation 
9 hours ago by tom.reeder
This Thriving City—and Many Others—Could Soon Be Disrupted by Robots - WSJ
Feb. 9, 2019 | WSJ | By Christopher Mims.

In and around the city of Lakeland, Florida you’ll find operations from Amazon, DHL (for Ikea), Walmart , Rooms to Go, Medline and Publix, a huge Geico call center, the world’s largest wine-and-spirits distribution warehouse and local factories that produce natural and artificial flavors and, of all things, glitter.

Yet a recent report by the Brookings Institution, based on data from the U.S. Census Bureau and McKinsey & Co., argues that the economic good times for Lakeland could rapidly come to an end. Brookings placed it third on its list of metros that are most at risk of losing jobs because of the very same automation and artificial intelligence that make its factories, warehouses and offices so productive......As technology drives people out of the middle class, economists say, it’s pushing them in one of two directions. Those with the right skills or education graduate into a new technological elite. Everyone else falls into the ranks of the “precariat”—the precariously employed, a workforce in low-wage jobs with few benefits or protections, where roles change frequently as technology transforms the nature of work......One step in Southern Glazer’s warehouse still requires a significant number of low-skill workers: the final “pick” station where individual bottles are moved from bins to shipping containers. This machine-assisted, human-accomplished step is common to high-tech warehouses of every kind, whether they’re operated by Amazon or Alibaba. Which means that for millions of warehouse workers across the globe, the one thing standing between them and technological unemployment is their manual dexterity, not their minds.... “I think there will be a time when we have a ‘lights out’ warehouse, and cases will come in off trucks and nobody sees them again until they’re ready to be shipped to the customer,” says Mr. Flanary. “The technology is there. It’s just not quite cost-effective yet.”
artificial_intelligence  automation  Christopher_Mims  disruption  distribution_centres  Florida  manual_dexterity  precarious  productivity  robotics  warehouses  cities  clusters  geographic_concentration  hyper-concentrations 
10 days ago by jerryking
How Do We Transform Our Schools? - Education Next : Education Next
from 2008 (the ensuing decade wasn't terribly kind to these predictions)
disruption  claytonchristensen 
20 days ago by WBedutech
College of Theseus | Easily Distracted
"A lot of those 1960s institutions have lived on the edge of failure for their entire existence. They were responding to a temporary surge in demand. They did not have the benefit of a century or more of alumni who would contribute donations, or an endowment built up over decades. They did not have names to conjure with. They were often founded (like many non-profits) by single strong personalities with a narrow vision or obsession that only held while the strong personality was holding on to the steering wheel. Newbury is a great example of this. It wasn’t founded until 1962, as a college of business, by a local Boston entrepreneur. It relocated multiple times, once into a vacated property identified formerly with a different university. It changed its name and focus multiple times. It acquired other educational institutions and merged them with its main operations, again creating some brand confusion. It started branch campuses. It’s only been something like a standardized liberal-arts institution since 1994. In 2015 it chased yet another trend via expensive construction projects, trying to promise students a new commitment to their economic success.

This is not a college going under suddenly and unexpectedly after a century of stately and “traditional” operations. This is not Coca-Cola suddenly going under because now everyone wants kombucha made by a Juicero. This is Cactus Cooler or Mr. Pibb being discontinued.

Let’s take Hampshire College. It’s a cool place. I’ve always admired it; I considered attending it when I was graduating high school. But it’s also not a venerable traditional liberal arts college. It’s an experiment that was started as a response to an exceptionally 60s-era deliberative process shared between Amherst, Smith, Mount Holyoke and UMass Amherst. It’s always had to work hard to find students who responded to its very distinctive curricular design and identity, especially once the era that led to its founding began to lose some of its moral and political influence. You can think about Hampshire’s struggle to survive in relationship to that very particular history. You should think about it that way in preference to just making it a single data point on a generalized grid.

Let’s take Green Mountain College. “The latest to close”, as Inside Higher Education says–again fitting into a trend as a single data point. At least this time it is actually old, right? Founded in 1834, part of that huge first wave of educational genesis. But hang on. It wasn’t Green Mountain College at the start. It was Troy Conference Academy. Originally coed, then it changed its name to Ripley Female Academy and went single-sex. Then it was back to Troy Conference. Then during the Great Depression it was Green Mountain Junior College, a 2-year preparatory school. Only in 1974 did it become Green Mountain College, with a 4-year liberal arts degree, and only in the 1990s did it decide to emphasize environmental studies.

Is that the same institution, with a single continuous history? Or is it a kind of constellation of semi-related institutions, all of which basically ‘closed’ and were replaced by something completely different?

If you set out to create a list of all the colleges and universities by name which have ever existed in the United States, all the alternate names and curricular structures and admissions approaches of institutions which sometimes have existed on the same site but often have moved, you couldn’t help but see that closures are an utterly normal part of the story of American higher education. Moreover, that they are often just a phase–a place closes, another institution moves in or buys the name or uses the facilities. Sure, sometimes a college or university or prep school or boarding school gets abandoned for good, becomes a ruin, is forgotten. That happens too. We are not in the middle of a singular rupture, a thing which has never happened before, an unbroken tradition at last subject to disruption and innovation.

This doesn’t mean that we should be happy when a college or university closes. That’s the livelihood of the people who work there, it’s the life of the students who are still there, it’s a broken tie for its alumni (however short or long its life has been), the loss of all the interesting things that were done there in its time. But when you look at the story of any particular closure, they all have some important particulars. The story being told that flatters the disruptors and innovators would have us thinking that there are these venerable, traditional, basically successful institutions going about their business and then suddenly, ZANG, the future lands on them and they can’t survive. At least some of the institutions closing have been hustling or struggling or rebranding for their entire existence."
hampshirecollege  2018  timothyburke  history  disruption  colleges  universities  experimentation  alternative  greenmounaincollege  newburycollege  2019  highereducation  highered  maverickcolleges 
23 days ago by robertogreco
Meg Whitman: ‘Businesses need to think, who’s coming to kill me?’
January 18, 2019 | Financial Times | by Rana Foroohar 7 HOURS AGO.

Whitman has just launched Quibi, a $1bn start-up of which she is chief executive (entertainment mogul Jeffrey Katzenberg, her co-founder, is chairman). The venture, backed by a host of entertainment, tech and finance groups including 21st Century Fox, Viacom, Alibaba, Goldman Sachs and JPMorgan, has the lofty aim of becoming the Netflix of the mobile generation, offering high-quality, bite-sized video content for millennials (and the rest of us) hooked on smartphones......Whitman's experience has left her with plenty of advice for chief executives struggling with nearly every kind of disruption — technological, cultural and geopolitical. “I think every big business needs to be thinking, ‘Who’s coming to kill me?’ Where are the big markets that for regulatory reasons, or just because things are being done the way they always have been, disruption is likely? I’d say healthcare is one,” ...... a “Quibi”, is the new company’s “snackable” videos, designed to be consumed in increments of a few minutes....“You have all these in-between moments, and that’s what inspired the length of the content,” she says. “Very few people are watching long-form content on this device,” she says, holding up her iPhone. “They’re spending four to five hours a day on their phones, but they’re playing games, watching YouTube videos, checking social media, and surfing the internet. And although [people] pick up their phones hundreds of times a day, the average session length is 6.5 minutes.”.......Whitman’s hope is that just as people now binge on hour-long episodes of The Crown or House of Cards at home, they’ll do the same on their smartphone while in the doctor’s office, or commuting, or waiting for a meeting to start. As Whitman puts it, “every day you walk around with a little television in your pocket.” She and Katzenberg are betting that by the end of this year, we’ll spend some of our “in-between moments” watching micro-instalments of mobile movies produced by Oscar winning film-makers or stars ... interviewing other stars. ....The wind was at her back at eBay, where she became president and chief executive in 1998, presiding over a decade in which the company’s annual revenues grew from $4m to $8bn. “It’s hard to change consumer behaviour. We did that at eBay. We taught people how to buy in any auction format on the internet, how to send money 3,000 miles across the country and hope that you got the product.”

Quibi, she believes, doesn’t require that shift. “People are already watching a lot of videos on their phones. You just need to create a different experience.” She lays out how the company will optimise video for phones in ways that (she claims) will utterly change the viewing experience, and will leverage Katzenberg’s 40 years in the business.

..
CEOs  disruption  Meg_Whitman  Rana_Foroohar  start_ups  women  bite-sized  Hollywood  Jeffrey_Katzenberg  mobile  subscriptions  web_video  high-quality  Quibi  smartphones  advice  large_companies  large_markets  interstitial 
4 weeks ago by jerryking
Succeeding in the US retail industry in an era of unprecedented disruption | McKinsey
In light of the large-scale forces disrupting the US retail industry, once-optional moves have become imperatives.
retail  ecommerce  disruption 
5 weeks ago by lightningdb

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