The prescription for remaining nimble in the face of disruptive technology change, offered by Christensen himself, is to "spin off" the new technology into a nearly autonomous unit whose size is small enough for its initial growth needs to be met in a new market.
This further illustrates open source's lack of formal organization as a strategic advantage: every new project has as much support from the "organization" as it can attract on its own merits, as judged by individual "customers" (users/developers), regardless of the potential to undermine an established product. Formal organizations can only hope to appoximate that ideal.
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The prescription for remaining nimble in the face of disruptive technology change, offered by Christensen himself, is to "spin off" the new technology into a nearly autonomous unit whose size is small enough for its initial growth needs to be met in a new market.
This further illustrates open source's lack of formal organization as a strategic advantage: every new project has as much support from the "organization" as it can attract on its own merits, as judged by individual "customers" (users/developers), regardless of the potential to undermine an established product. Formal organizations can only hope to appoximate that ideal.