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"It's a moment of peril as well as one of opportunity. I keep thinking of a phrase from Walter Benjamin's essay "The Work of Art in the Age of Mechanical Reproduction": reception in a state of distraction. Benjamin associated this phrase with the loss of the possibility for a contemplative response to works of art. He connected that loss to the evaporation of "aura," the trace of art's religious origins that he claimed is destroyed by the reproduction of unique and stationary objects as ubiquitous, portable photographs. Distracted reception strikes me as an unavoidable consequence of the conditions under which today's poetry is produced and consumed-the general conditions of our wired lives as well as specific conditions of publication, distribution and so forth. It doesn't bode well for my commitment to poetry as a contemplative genre that I've actually been thinking of the Showcase as a chance to get up to speed with current poetry."

"Established companies are "held captive by their customers," in Christensen's phrase, and so routinely ignore emerging markets of buyers who are not their customers. Dominant companies prosper by making a good product and keeping their customer base by using sustaining technologies to continue improving it. The products get ever better-but at some point their quality overshoots the level of performance that even the high end of the market needs. Typically, this is when a disruptive innovation lands in the marketplace at a lower price and relatively poor level of performance-but it's a level adequate for what the lower end of the market seeks. The disruptive technology starts to attract customers, and is on its way to staggering the industry's giants. "Sustaining innovation makes good products better-but then you don't buy the old product. They're replacements. They do not create growth." To bring these powerful ideas into the real world, Christensen in 2001 founded the consulting firm Innosight (www.innosight.com) with Mark Johnson, M.B.A. '96. Now employing about 100, the company works mostly with Fortune 100 companies that are seeking to defend their core businesses and adapt to disruptive environments. It also coaches them on how to disrupt markets proactively, harnessing disruption's engine of growth for themselves. "It's hard to do both," says David Duncan, a senior partner at Innosight who earned a Harvard Ph.D. in physics in 2000. "As successful companies get bigger, their growth trajectories flatten out, and they need to find new ways to expand. But that will look different from what they did in the past. Most are so focused on maintaining their core business that when push comes to shove, the core will almost always kill off the disruptive innovation-the new thing. "The two goals conflict for resources," he continues. "CEOs are accountable to shareholders and feel Wall Street pressure to meet earnings targe