They are anathema to prevailing business models. One former senior HP executive is hard-pressed to explain HP's success with Laserjet and Inkjet printers. They're low-margin and bought by consumers, not the traditional HP business customer. But they are proof that projects outside the mainstream can flourish in a large company. I don't want to simplify Christensen's analysis of the innovator's dilemma or his prescription for a fix.
Managers have to be incredibly skilled at maneuvering to launch and sustain their projects.
Of course, companies don't want to overpay, but the sum has to be large enough to compel it to stick with the investment long enough for the payoff. The trick is identifying disruptive technologies before everyone jumps on the bandwagon. It's not easy. Conventional wisdom says they won't disrupt until they are perfected. Wrong, says Christensen, who urges his flock to think out of the box.