New business models that rethink fundamental technologies, processes, and success metrics of an industry often fail to resonate with the established players in that industry. When Apple and others launched the first personal computers, indomitable incumbents like Digital Equipment Corp. (DEC) couldn’t see the sense in selling cheap, inferior computers to consumers who had shown no need for computers before. Likewise, taxi companies didn’t get serious about ride-hailing apps until after Uber and Lyft revealed the demand for that kind of convenience; and taxis were never going to see the sense in ride-sharing. As I’ve come to discover over the last few months, this same pattern also holds true in education.
https://www.christenseninstitute.org/blog/the-psychology-of-disruptive-innovation/
