Scott D. Anthony

Rather than embracing the new power of the internet, we tried to force fit it through our old model.

We did everything wrong.

2000, I told you before, I met Clay Christensen.

I start to understand disruptive change.

I say, oh, my gosh, it's obvious what we did wrong now.

I study it.

I learn about it.

Clay and I worked together for a couple of years.

I'm his research assistant.

I then joined the team at InnoCite, the consulting company that he had set up, and I get my shot at redemption.

2005, I lead a project with the American Press Institute to save the U.S.

newspaper industry.

You know how this one turned out.

It's a line on my failure resume now.

The newspaper industry was not saved because I recognized after this how deliciously deep the dilemmas of disruption actually are.

It was crystal clear in 2005 that readers were going to other places.

New business models were emerging.

The industry needed to fundamentally change.

The challenge the industry had at that time is while it intellectually made sense to them, their businesses were still healthy.

Their businesses were still producing lots of positive cash flow.