ベストセラー『イノベーションのジレンマ』を書いたクレイトン・クリステンセン教授がマーク・セスターと対談しました。

オンライン・ラーニング、アップルの未来、ベンチャー・キャピタルとクラウド・ファンディングの未来など、多岐に渡る話題がディスカッションされています。

以下はオンライン・ラーニングに関する部分を書き起こししておきました。

Mark: I thought we would start with the disruption of education, because you are a professor.
And I thought that would put in on a more comfortable ground. We will come right back to venture capital, I promise.

What are your feelings about the education in America, the doubling, over the last ten years of consumer debt related to education and the fact that technology might just make what you do much more available at lower cost to more people, which in itself matches your description of disruption.

Clayton: Boy, that’s a great question. I wrote my first piece on disruption at Harvard Business School in 1999. You could see this coming. I haven’t done the disruption at Stanford Business School, but what’s important today versus ten years ago is there are certain industries in which there is no technological core that allows someone to start at the bottom and go to the top.

So, like hotels don’t have a technological core. Holiday-Inn comes at the bottom of the market and they can not go up the market except they emulate the Four Seasons. So they can go up, but, they have to emulate people they are trying to compete against. They can not disrupt them, because there isn’t anything about their model that is extendable up-market.

In so many other industries such as computers and steel there is an expandable core. So, for three hundred years higher education was not disruptable, because there was no technological core. If San Jose State University wants to become a globally known research institution, they have to emulate UC Berkeley and Caltech.

But, now online learning brings to higher education this technological core. And people who are very complacent will be in deep trouble. The fact everybody is trying to move up the market and be better and better rose these prices up to where we are today.

So, what do you do about it? Just to talk about Harvard Business School to explain how hard it is, because online learning technology itself is not intrinsically sustaining or disruptive. But, how it’s deployed makes the difference. And so right now Harvard Business School is investing billions of dollars in online learning. But, it’s been developed to be used in the existing business model. And we will sell it to other universities to use in their existing models.

But, there is a different business model that is disrupting us and that is online learning. Intel University, GE etc. This model of learning is you come in and spend week teaching you about strategy and you go off and develop the strategy and come back in two weeks and do product development and send you back. You use it and learn it while you are employed. It is a very different business model and that’s what is killing us.

(中略)

Mark: If employers en-mass value students who got lower cost education that was taught in a different way with different set of tools and came job-ready because they are actually learning by doing rather than learning from talk, I wonder if that shift is happening faster and it might be good for the country in terms of debt.

Clayton: I agree. It would be wonderful if we do that. You know because the jobs to be done is employers want people who has skills to do the job and universities don’t understand the job.
(後略)


イノベーションのジレンマ―技術革新が巨大企業を滅ぼすとき (Harvard business school press)
イノベーションのジレンマ―技術革新が巨大企業を滅ぼすとき (Harvard business school press) [単行本]