"Businesses that have to deal with the internet are fundamentally different
to those that are the products of it. It is great to look at Google; great to
admire Amazon, and Wikipedia is as fascinating a social and creative phenomena
as you can find. But if you are running a business that is profoundly
structurally challenged, you share very little of their corporate DNA.
Yes, everyone needs to know about their world, but thinking you can just
graft on the bits you like from them in a hope that you will ‘get digital’ is no
more likely to succeed than putting on a flashing bow tie and hoping everyone
thinks you have a sense of humour."
Waldman describes 'creative disruption' as being driven by three things, digital physics (digital files infinitely copiable, anything online is global, storage space cheaper and faster), changing consumer behaviour (desire to create, connect, challenge and control), and new entrants and entrepreneurs (where encumbants have little incentive to innovate, low barriers for entry, sparks for new ideas). He suggests that just tinkering around the edges is not enough, and that responding to these disruptions - which undeniably exist in the field of politics, will require creative thinking, agility and an ability to restructure in fundamental ways.