2014/10/17 11:30 Alex Ryan and Michael Dila, “Disruptive Innovation Reframed: Insurgent Design for Systemic Transformation”, #RSD3

@DrAlexRyan @michaeldila second day #RSD3 “Business and Enterprise Design, Sustainability and Economic Policy” track at Relating Systems Thinking and Design 3, at AHO, Oslo, Norway

This digest was created in real-time during the meeting, based on the speaker’s presentation(s) and comments from the audience. The content should not be viewed as an official transcript of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. The digest has been made available for purposes of scholarship, posted by David Ing.

Program is at http://systemic-design.net/rsd3-2014/program/


Start with disruptive innovations and sustaining innovations, from Clayton Christensen

Disruption of the music industry

  • IXI prototype 1979, 3.5 minutes of digital music storage, compared to Sony Discman
  • But later, we now the story

Design thinking is different from traditional management

  • Traditional management –> design thinking
  • Rationality, objectivity –> subjective experience

(Disruptions from Michael Dila)

[Michael Dila]

21st century bookended by 2 events 10 years apart

  • September 11
  • Occupy Wall Street

Think of both as successful designs

  • Relationship beteween design and insurgency

Roger Martin:  Design Thinking comes to the U.S. Army

  • Then business should take it seriously?

U.S. Army taking design thinking, to deal with things that hadn’t dealt with before

  • Introduced to Alex Ryan

Sacred cows:

  • Michael Porter (Harvard)
  • Clayton Christensen (Harvard)

Five forces is a bankrupt model

The study of disk drives isn’t disruptive

  • Open source software movement is disruptive
  • Not that it disrupts the cost structure, but that it enables new relations of power, it makes new behaviours possible, and ways of doing things differently

Music industry is a well-used example

  • Napster as the beginning, file sharing as a certain kind of insurgency
  • But Napster is eventually framed by the establishment as hooligans
  • An industry effort to criminalize
  • Then Bittorrent comes along, with a less critical agenda
  • Don’t think of this as file sharing, think of it as arming
  • The Pirate Bay, as equivalent to the African National Congress, an organized insurgency
  • Disruption is more than economics
  • At the end, a legitimate vendor coming in
  • iTunes as the reconstituted ANC, post-insurgency

Growth and drive by Google

What kinds of new behaviours are possible?

Uber:  controversial example of a business that is disrupting unwelcomed change in politics of cities, as well as economic relations in business

  • Inescapable that users who are responsible for growth want something that Uber enables
  • Need to grapple with collective behaviour, and not simply the new framework that is the disruptive force

Similarly with AirBnB

Next:  Bitcoin

Systemic implications:

  • Current theory of disruptive innovation doesn’t have ideas of power, narrow view
  • We don’t see the fuller implications

Disruption as irreversible, can’t unring a bell

Killer business models: profit model at scale, changing over time, leading to be harmful to own customers

  • Tobacco an easy model
  • Others becoming parasitic

Need to disrupt some systems

  • How to use design to disrupt the scale?

Disruption could emerge between customers, between societies, insurgents coming along

Want to design for healthy ecosystems, at that scale

  • There’s a role for insurgents, to catalyze

Sketchnoting of Alex Ryan and Michael Dila presentation by Patricia Kambitsch at https://www.flickr.com/photos/shagdora/14934910614
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