Interesting line of thought from Clayton M. Christensen from MIT/Sloan. Not sure I agree with Clayton's specific take on Wagoner. Also not sure whether "disruption" as an attack vector described in this article is somehow related to "disruption" as an attack vector that has been observed thanks to the ever-shrinking slack in the business cycle. The Big 3 were certainly profitable while the SUV and light truck market was booming, but were not able to cope with the sudden (or disruptive) retreat of that market thanks to oil price spikes of 2008 and credit crunch that is still with us.

Another discussion topic I think would be worthwhile to get comments on is whether service orientation of business and technology capabilities can really help deflect a disruptive attack - after all, just about every deck selling SOA I've ever seen has identified this as an intangible benefit.