Disruption Business Quotes

when your predictions are accurate enough—something happens. You cross a threshold where you should actually rethink your whole business model and product based on machine learning.…

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

No obstacle is so big that one person with determination can't make a difference.

An organization, its business, sector, or purpose do not exist per se. Reality becomes its perception.

The value of intangibles derived from intellectual property rights and trademarks from brands, inventions, software code, and programs has never been higher.

For businesses to survive, they will need to build organizational resilience for climate change, cyber, technology, and space as part of a broader existential risk management strategy.

Technology has always been and will always be a disruptive force in business. And it will always be the case that businesses that are rigid and stagnant and unimaginative will die. And businesses that are adaptive and resilient and imaginative will continue on living.

Tomorrow’s beef and dairy industries may face the same existential challenges as today’s fossil fuel industry.

The current boundaries, definitions, and clustering of separate and clearly delineated “industries” or “sectors” are disappearing.

Withstanding systemic disruption requires effectiveness over efficiency.

Systemic disruption will continue to drive significant shifts in business models, value creation, and value destruction.

The only way to reinvent a business model for today’s complex world is to approach it like a system.

Looking forward, the question is not how much machines will augment human decision-making, but whether humans will remain involved in the process at all.

Climate intelligence enables action-oriented, climate-aligned decisions to mitigate risks, build resilient adaptation, and identify emerging opportunities.

Incremental climate adaptation needs to shift to exponential climate adaptation.

For those intent on business as usual, the scope of value destruction is growing.

There is an inverse relationship between predictability and uncertainty, and an increasing cost of assuming a predictable world.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

More often than not, that was a tough sell. If you go to a business and tell it you can save it $50,000 per year in labor costs if it eliminates this one job, then your AI product better eliminate that entire job. Instead, what entrepreneurs found was that their product was perhaps eliminating one task in a person’s job, and that wasn’t going to be enough to save their would-be customer any meaningful labor costs. The better pitches were ones that were not focused on replacement but on value. These pitches demonstrated how an AI product could allow businesses to generate more profits by, say, supplying higher quality products to their own customers. This had the benefit of not having to demonstrate that their AI could perform a particular task at a lower cost than a person. And if that also reduced internal resistance to adopting AI, then that only made their sales task easier. The point here is that a value-enhancing approach to AI, rather than a cost-savings approach, is more likely to find real traction for AI adoption.

With limited accountability, misaligned incentives, and lagging legislation, today’s governance systems and structures do not align with the sustainability of humanity or the planet that hosts us.

The real challenge is for each of us to determine where we feel we can make the most impact.

Similar to living organisms, these living BMaaS (Business Models-as-a-System) have an innate capacity to change creatively within their ecosystems, as they emerge and unfold. Change is expected, organic, and constant.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

I’m probably the only sixteen-year-old girl in a three hundred mile radius who knows how to distinguish between a poltergeist from an actual ghost (hint: If you can disrupt it with nitric acid, or if it throws new crap at you every time, it’s a poltergeist), or how to tell if a medium’s real or faking it (poke ‘em with a true iron needle). I know the six signs of a good occult store (Number One is the proprietor bolts the door before talking about Real Business) and the four things you never do when you’re in a bar with other people who know about the darker side of the world (don’t look weak). I know how to access public information and talk my way around clerks in courthouses (a smile and the right clothing will work wonders). I also know how to hack into newspaper files, police reports, and some kinds of government databases (primary rule: Don’t get caught. Duh).

Entire industries, including strategic consulting, are built on selling you frameworks for defining, tiering, and quantifying levels of uncertainty, but these calculated bets or residual risks tend to be modeled on assumptions that make them useless, or even dangerous.

Disruptors don't have to discover something new; they just have to discover a practical use for new discoveries.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

Ecosystems have the power to positively disrupt economic systems. BMaaS (Business Models-as-a-System) harness open ecosystems as a complex set of interacting relationships and networks. The stronger these relationships, the more resilient the systems.

Inflection points are moments when major shifts from one stage to another take place. They can be seen in social movements, technological innovations, and business transitions. Regardless of context, one cannot merely continue the same behavior after an inflection point.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

Lifelong learning is no longer a luxury but a necessity for employment.

The world’s consultants spend their time advising on restructuring, optimizing processes and inventories, finding every possible source of cost savings and cost synergies. At the same time, the greatest cost of all is ignored: the cost of assumptions. The cost of relying on assumptions is going through the roof.

Every threat to the status quo is an opportunity in disguise.

You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.

All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.

Adaptable companies turn disruptions into opportunities.

Most [organizations] think the key to growth is developing new technologies and products. But often this is not so. To unlock the next wave of growth, companies must embed these innovations in a disruptive new business model.

To be successful, innovation is not just about value creation, but value capture.

You'll never know how close you are to victory if you give up.

The most important tool you have on a resume is language.

No one who ever led a nation got there by following the path of another.

Speed to fail should be every entrepreneur's motto. When you finally find the one idea that can't be killed, go with it.

Insight and drive are all the skills you need. Everything else can be hired.

Success doesn't teach as many lessons as failure

It is not incumbent on the world to conform to your vision of change. It is up to you to explain the future in terms that those living in the past and present can follow.

I built success in business when I stopped focusing on me and started focusing on helping others.

Change management through business paradigm shifting minimizes disruption and maximizes benefit.

Your energy is a valuable resource, distribute it wisely.

Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.

The difference between civil servants and private businessmen is that when a central planner makes a mistake, he is likely to disrupt the whole economy and not just a single business.

Disrupting yourself is critical to avoiding stagnation, being overtaken by low-end entrants (i.e., younger, smarter, faster workers), and fast-tracking your personal and career growth.

With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms’ managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.

Except for the field organizers of strikes, who were pretty tough monkeys and devoted, most of the so-called Communists I met were middle-class, middle-aged people playing a game of dreams. I remember a woman in easy circumstances saying to another even more affluent: 'After the revolution even we will have more, won't we, dear?' Then there was another lover of proletarians who used to raise hell with Sunday picknickers on her property. I guess the trouble was that we didn't have any self-admitted proletarians. Everyone was a temporarily embarrassed capitalist. Maybe the Communists so closely questioned by the investigation committees were a danger to America, but the ones I knew—at least they claimed to be Communists—couldn't have disrupted a Sunday-school picnic. Besides they were too busy fighting among themselves.

I’ve taken to long-distance walking as a means of dissolving the mechanised matrix which compresses the space-time continuum, and decouples human from physical geography. So this isn’t walking for leisure -- that would be merely frivolous, or even for exercise -- which would be tedious. No, to underscore the seriousness of my project I like a walk which takes me to a meeting or an assignment; that way I can drag other people into my eotechnical world view. ‘How was your journey?’ they say. ‘Not bad,’ I reply. ‘Take long?’ they enquire. ‘About ten hours,’ I admit. ‘I walked here.’ My interlocutor goggles at me; if he took ten hours to get here, they’re undoubtedly thinking, will the meeting have to go on for twenty? As Emile Durkheim so sagely observed, a society’s space-time perceptions are a function of its social rhythm and its territory. So, by walking to the business meeting I have disrupted it just as surely as if I’d appeared stark naked with a peacock’s tail fanning out from my buttocks while mouthing Symbolist poetry.

The majority of people are not willing to risk what they have built for the opportunity to have something better.

Would you rather work forty hours a week at a job you hate or eighty hours a week doing work you love?

A career is just a longer trip with a whole lot more baggage.

A free and open Internet is a despot's worst enemy.

Our world's future is far more malleable and controllable than most people realize.

An average idea enthusiastically embraced will go farther than a genius idea no one gets.

A disruptor finds opportunity and profit from his misfortunes.

Problems are just businesses waiting for the right entrepreneur to unlock the value.

Most startup failures result from entrepreneurs who are better at making excuses than products.

Data has no ego and makes an excellent co-pilot.

Smart entrepreneurs learn that they must fail often and fast.

Data may disappoint, but it never lies.

Be the best at what you do or the only one doing it.

Entrepreneur, take a bite out of Apple's innovation so in turn you can bear fruits of creativity.

A permaculture economy is a resilient system that can continue to thrive through significant hardship and disruption.

Disruption is, at its core, a really powerful idea.

There is a difference between failing and failure. Failing is trying something that you learn doesn't work. Failure is throwing in the towel and giving up.

A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.

A dream with a deadline is a goal.

Accepting that the odds are against you is the same as accepting defeat before you begin.

You will have more regrets for the things you didn't try than the ones you tried and didn't succeed at.

THE MORE FOUNDATIONAL A TECHNOLOGY IS, the more impact it can have. Blockchain technology is not a process improvement technology. At its fullest deployment potential, it is rather a disruptive technology; therefore it must be given that potential when being implemented.

The Premier League is a timeless tale of boom and bust, no different from all those other bubbles they warn you about in business-school textbooks. Except, that is, in one crucial respect. In football, the bubble never burst.

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

About us holding hands in Dr. Wiese’s clinic…” I was feeling brave, but then he stopped, turned around, and looked at me seriously. “Yeah. Wasn’t thinking. Won’t happen again.” “No,” I said, stopping, too. We were now the only people standing in a busy promenade, disrupting the rest of the people, and not giving much of a damn. “I was wondering if we could do this again sometime. Not, like, in a weird capacity or anything. I just want to know that I, uhm.” I swallowed, glancing around. “Can.

They must be plans for learning rather than plans for implementation. By approaching a disruptive business with the mindset that they can’t know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed.

Security doesn't rob ambition; the illusion of security robs ambition.

Disruption isn't about what happens to you, it's about how you respond to what happens to you.

If life, you get what you believe you deserve.

If you don't know where you want to be in five years, how do you ever expect to get there?

You can truly have it all, just not all at the same time.

Plan for ways to get more enjoyment into your life and you will get more joy out of it.

Building a career or a company is about living a few years of your life like most people won't so that you can spend the rest of your life living at a level most people can't.

great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses

There’s this saying, “The moment you move to protecting the status quo instead of disrupting the status quo, you put yourself at risk.” That’s the challenge for businesses, and that’s the challenge for individuals: understanding the point at which you are protecting what you know and defending what you know, instead of looking at what else you can learn and how you can grow.

The first real threat it faced, today’s ridesharing model, only showed up in the last decade. But that ridesharing model won’t even get ten years to dominate. Already, it’s on the brink of autonomous car displacement, which is on the brink of flying car disruption, which is on the brink of Hyperloop and rockets-to-anywhere decimation. Plus, avatars. The most important part: All of this change will happen over the next ten years.

Disruption has become the norm in business. But this doesn't always mean massive and world-changing disruption. Sometimes, it just means that the world is a bit more open to conducting business the way you'd prefer to do it these days.

Many people believe that problem solving is the source of innovation. However, problem solving is by definition focused on addressing what exists and attempting to make it better. True innovation comes from reaching for the potential in something: its possible manifestations that don’t yet exist. Bringing entirely new things into existence is what makes innovation so disruptive, and this is precisely what gets shut down when thinking is defined or circumscribed by problems.

Unfortunately, many give lip service to the concepts of diversity and inclusion but confuse the two and fail to implement them effectively. These are two different but related ideas. Diversity is the recognition that we are unique in our combination of physical attributes and our life experiences. Each of these differences matters because they help provide unique perspectives for problem-solving. Diverse perspectives, versus a homogeneous group, will bring forward a broader range of potential solutions and more “out of the box” thinking. Inclusion is proactively bringing a diverse population together—whether a community or business organization—and enabling these differences to coalesce in a positive way. Making a diverse group feel welcome and valued is the essence of inclusion.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

Good morning, Mike,” I mumbled, making a beeline for the coffeepot. “Oooooh!” he teased again. “Someone is getting married tonight! Woooooooo…” “Yep,” I said, taking that first glorious sip of java. “Hard to believe, isn’t it?” Mike put his hand over his mouth and snickered. Then he asked, “So…are you guys gonna do some…some kissin’?” “I certainly hope so,” I said. This only served to make Mike laugh harder. “Ooooooh!” he squealed. “Are you gonna have a baby?” Oh, Lord. I took another hit of Gevalia and answered, “Not today.” Mike cracked up again. He was clearly on a roll. “What’s so funny this morning, Mike?” I asked. “Your s-s-s-stomach is gonna get so fat,” he answered. Mike was quickly approaching manic stage--the result of a large, busy weekend and his routine being disrupted. Soon the inevitable crash would come. I just hoped I was on the plane to Australia when it happened. It wasn’t going to be pretty. “Oh, whatever, Mike,” I answered, feigning indignation.

The age of centralized, command-and-control, extraction-resource-based energy sources (oil, gas, coal and nuclear) will not end because we run out of petroleum, natural gas, coal, or uranium. It will end because these energy sources, the business models they employ, and the products that sustain them will be disrupted by superior technologies, product architectures, and business models. Compelling new technologies such as solar, wind, electric vehicles, and autonomous (self-driving) cars will disrupt and sweep away the energy industry as we know it.

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

In 1517, few western Christians worried that Muslims might have a more convincing message to offer than Christianity or that Christian youth might start converting to Islam. The Turks were at the gate, it's true, but they weren't in the living room, and they certainly weren't in the bedroom. The Turks posed a threat to the physical health of Christians, but not to the spiritual health of Christianity. Muslims were in a different boat. Almost from the start, as I've discussed, Islam had offered its political and military successes as an argument for its doctrines and a proof of its revelations. The process began with those iconic early battles at Badr and Uhud, when the outcome of battle was shown to have theological meaning. The miracle of expansion and the linkage of victory with truth continued for hundreds of years. Then came the Mongol holocaust, which forced Muslim theologians to reexamine their assumptions. That process spawned such reforms as Ibn Taymiyah. Vis-a-vis the Mongols, however, the weakness of Muslims was concrete and easy to understand. The Mongols had greater killing power, but they came without an ideology. When the bloodshed wound down and the human hunger for meaning bubbled up, as it always does, they had nothing to offer. In fact, they themselves converted. Islam won in the end, absorbing the Mongols as it has absorbed the Turks before them and the Persians before that. ... The same could not be said of the new overlords. The Europeans came wrapped in certainty about their way of life and peddling their own ideas of ultimate truth. They didn't challenge Islam so much as ignore it, unless they were missionaries, in which case they simply tried to convert the Muslims. If they noticed Islam, they didn't bother to debate it (missionaries are not in the debating business) but only smiled at it as one would at the toys of a child or the quaint relics of a more primitive people. How maddening for the Muslim cognoscenti! And yet, what could Muslims do about it?

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.