Nettavisen TechCrunch har i tillegg til videoen også laget et referat av hele samtalen. Jeg synes det er interessant å høre hvordan Clayton Christensen forklarer hvorfor høyere utdanning har vært skjermet fra disruptiv innovasjon i flere hundre år, men akkurat nå står overfor større endringer enn noen gang. Han sier:
"But what’s important about today versus ten years ago is, there are certain industries in which there isn’t a technological core that allows somebody to start at the bottom and go to the top. So like, hotels don’t have a technological core. Holiday Inn comes in at the bottom of the market, but they can’t go upmarket except if they emulate the Four Seasons. So they can go up, but they have to emulate the people they’re trying to compete against. They can’t disrupt them, because there isn’t anything about their model that is extendable upmarket. In so many others, computers and steel, there’s a technological core. So, for 300 years higher education was not disruptable because there was no technological core. If San Jose State wants to become a globally known research institution, they have to emulate UC Berkeley and CalTech. They can’t disrupt them. But now online learning brings to higher education this technological core. And people who were very complacent now are in deep trouble. The fact that everybody was trying to move upmarket and make their universities better and better and better drove these prices up to where they are today. So what do you do about it?
I’ll just talk about the Harvard Business School and how hard it is. Because – and this is in most industries – online learning, or the technology itself, is not intrinsically sustaining or disruptive. But how it gets deployed makes the difference. So right now, the Harvard Business School is investing millions of dollars in online learning, but it’s being developed to be used in our existing business model. We’ll sell it to other universities and we’ll sell it to other universities to use in their existing business models. But there is a different business model that is disrupting us, and that’s online learning. On-the-job education. So Intel University, GE Crotonville. This model of learning is: You come in, we’ll spend a week teaching you about strategy, and then you go off and develop the strategy. You come back for two weeks in product development, and we send you – you know. You use it and you learn it and you do it while you’re employed. It a very different business model, and that’s what’s killing us. And it’s truly what’s going to kill us."
Jeg har blogget om Clayton Christensen flere ganger før, blant annet da han var med på konferansen om disruptive education høsten 2012 og da han var i Tromsø i 2008 på en konferanse om telemedisin. Og så har jeg også lagt ut en video tidligere der han forklarer det grunnleggende i teoriene om disruptiv innovasjon. Også den er det vel verdt å se på dersom man er interessert i hvordan innovasjon foregår.