
Disruption is a theory of change founded on panic, anxiety, and shaky evidence. Illustration by Brian Stauffer.
In an interview published on Friday, at the very end there is a sentence that caught our attention:
…I could list all kinds of problems that we still need to resolve, because a theory is developed in a process, not an event. [Disruption] has never happened in the hotel industry, for example…
It jumped from the page at us because “disruption” is such a powerful concept in current business strategy thinking, and because Raxa Collective develops and manages hotels; we have every reason to be concerned about disruption (of the normal variety, of course, but especially the strategic variety).
On whether disruption has never happened in the hotel industry: “chain” formation a century ago disrupted the millenia-old universal business model of owner-operated lodging; more recently, online travel agencies have altered the fortunes of the hotel industry sufficiently to force transformation of how hotels distribute their product; and at the same time the internet has enabled segments of the hotel industry that were previously dependent on travel agencies for survival to distribute their product independently of intermediaries, which seems disruptive.
Over the weekend our attention turned from that sentence above to what spurred it. The interview refers to an article from the current issue of the New Yorker magazine that we have now read in entirety. A historical analysis of one of the driving forces of today’s entrepreneurial culture makes clear how a paradigm can take hold without anyone questioning its underpinnings. When a prominent history professor challenges the fundamental premises of a prominent business school professor (and virtually the entire business world following that professor’s prescriptions) with language and imagery this rich, fireworks were a foregone conclusion:
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