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"Disruption" is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive - or, if they aren´t disruptive yet, it´s only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator´s Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption - Fujifilm and Canon, for example - and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones.

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"If you think you understand when large firms are in danger, and what they should do, as well as when there are opportunities for start-ups, this is a must-read book." - Washington Post

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Joshua Gans is Professor of Strategic Management and holder of the Jeffrey S. Skoll Chair of Technical Innovation and Entrepreneurship at the University of Torontos Rotman School of Management. He is the author of Parentonomics: An Economist Dad Looks at Parenting (MIT Press), Information Wants to Be Shared, and other books.

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