Disruption Creates Opportunity Quotes

Disruption creates more choice and opportunities for agency. Maintaining relevance then requires constant redefinition, reframing, ideating, prototyping, and testing of our choices.

Naysayers can't prevent your brilliance and purpose from entering the world. It will seep under doors like water flooding into a room. Its shafts will beam through windows like dazzling rays on a bright, summery morning. Within the sunlight are galaxies and constellations filled with opportunities for you to take. All you have to do is create the environment for its manifestation and keep striving, keep going.

Naysayers can’t prevent your brilliance and purpose from entering the world. It will seep under doors like water flooding into a room. Its shafts will beam through windows like the dazzling rays on a bright, summery morning. Within the sunlight are galaxies and constellations filled with opportunities for you to take. Your radiance will materialize, even when you least expect it. All you have to do is create the environment for its manifestation and keep striving, keep going toward your mission.

Instead of waiting to be rescued, start creating opportunities for yourself. You owe yourself everything you expect from others.

say no (Deut. 5:15). Strategy 9—Against Your Heart He uses every opportunity to keep old wounds fresh in mind, knowing that anger and hurt and bitterness and unforgiveness will continue to roll the damage forward (Heb. 12:15). Strategy 10—Against Your Relationships He creates disruption and disunity within your circle of friends and within the shared community of the body of Christ (1 Tim. 2:8). And that’s just ten of ’em—ten

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

Carhart-Harris argues in the entropy paper that even a temporary rewiring of the brain is potentially valuable, especially for people suffering from disorders characterized by mental rigidity. A high-dose psychedelic experience has the power to “shake the snow globe,” he says, disrupting unhealthy patterns of thought and creating a space of flexibility—entropy—in which more salubrious patterns and narratives have an opportunity to coalesce as the snow slowly resettles.

The key trait of a Sperm Pirate is that she is not driven by desperation. Escaping poverty or hardship is not her motive. She usually has a good education and access to the same opportunities as the man she tries to trap. However, she understands that it is more efficient to enjoy a lavish lifestyle through the sweat of another’s labour. But the Sperm Pirate is acutely aware that the infatuation of a hormonal man has a brief shelf life. This poor collateral must be cashed in before it expires. A pregnancy is the best way to convert this volatile resource into a stable asset. Babies are reliable insurance policies. They create legal obligations for financial support, even when the sweet milk of passion turns sour.

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

The opportunity to show some humanity or to receive some expression of humanity from others, even if you never experience that person outside a few messages, some fluffed towels, and a welcome note, has become rare in our disconnected world. This is another element about Airbnb (and other short-term-rental services) that makes it uniquely different from other aspects of the so-called “sharing economy.” At its core, Airbnb involves the most intimate human interactions—visiting people in their homes, sleeping in their beds, using their bathrooms. (Even in the listings that are run by professionals, there is still the semblance of this one-to-one intimacy.) That is of course precisely what makes it polarizing and objectionable to so many people who can never imagine using it. But it’s also what makes it unique. This kind of “sharing”—this hyperpersonal opening up of the most intimate and safest aspect of one’s life to a stranger

The Sea People were in the middle of significant disruption and turmoil, and chaos created opportunities to be exploited.

Strategy 1—Against Your Passion He seeks to dim your whole desire for prayer, dull your interest in spiritual things, and downplay the potency of your most strategic weapons (Eph. 6:10–20). Strategy 2—Against Your Focus He disguises himself and manipulates your perspective so you end up focusing on the wrong culprit, directing your weapons at the wrong enemy (2 Cor. 11:14). Strategy 3—Against Your Identity He magnifies your insecurities, leading you to doubt what God says about you and to disregard what He’s given you (Eph. 1:17–19). Strategy 4—Against Your Family He wants to disintegrate your family, dividing your home, rendering it chaotic, restless, and unfruitful (Gen. 3:1–7). Strategy 5—Against Your Confidence He constantly reminds you of your past mistakes and bad choices, hoping to convince you that you’re under God’s judgment rather than under the blood (Rev. 12:10). Strategy 6—Against Your Calling He amplifies fear, worry, and anxiety until they’re the loudest voices in your head, causing you to deem the adventure of following God too risky to attempt (Josh. 14:8). Strategy 7—Against Your Purity He tries to tempt you toward certain sins, convincing you that you can tolerate them without risking consequence, knowing they’ll only wedge distance between you and God (Isa. 59:1–2). Strategy 8—Against Your Rest and Contentment He hopes to overload your life and schedule, pressuring you to constantly push beyond your limits, never feeling permission to say no (Deut. 5:15). Strategy 9—Against Your Heart He uses every opportunity to keep old wounds fresh in mind, knowing that anger and hurt and bitterness and unforgiveness will continue to roll the damage forward (Heb. 12:15). Strategy 10—Against Your Relationships He creates disruption and disunity within your circle of friends and within the shared community of the body of Christ (1 Tim. 2:8).

We have increased our population to the level of 7 billion and beyond. We are well on our way toward 9 billion before our growth trend is likely to flatten. We live at high densities in many cities. We have penetrated, and we continue to penetrate, the last great forests and other wild ecosystems of the planet, disrupting the physical structures and the ecological communities of such places. We cut our way through the Congo. We cut our way through the Amazon. We cut our way through Borneo. We cut our way through Madagascar. We cut our way through New Guinea and northeastern Australia. We shake the trees, figuratively and literally, and things fall out. We kill and butcher and eat many of the wild animals found there. We settle in those places, creating villages, work camps, towns, extractive industries, new cities. We bring in our domesticated animals, replacing the wild herbivores with livestock. We multiply our livestock as we've multiplied ourselves, operating huge factory-scale operations involving thousands of cattle, pigs, chickens, ducks, sheep, and goats, not to mention hundreds of bamboo rats and palm civets, all confined en masse within pens and corrals, under conditions that allow those domestics and semidomestics to acquire infectious pathogens from external sources (such as bats roosting over the pig pens), to share those infections with one another, and to provide abundant opportunities for the pathogens to evolve new forms, some of which are capable of infecting a human as well as a cow or a duck. We treat many of those stock animals with prophylactic doses of antibiotics and other drugs, intended not to cure them but to foster their weight gain and maintain their health just sufficiently for profitable sale and slaughter, and in doing that we encourage the evolution of resistant bacteria. We export and import livestock across great distances and at high speeds. We export and import other live animals, especially primates, for medical research. We export and import wild animals as exotic pets. We export and import animal skins, contraband bushmeat, and plants, some of which carry secret microbial passengers. We travel, moving between cities and continents even more quickly than our transported livestock. We stay in hotels where strangers sneeze and vomit. We eat in restaurants where the cook may have butchered a porcupine before working on our scallops. We visit monkey temples in Asia, live markets in India, picturesque villages in South America, dusty archeological sites in New Mexico, dairy towns in the Netherlands, bat caves in East Africa, racetracks in Australia – breathing the air, feeding the animals, touching things, shaking hands with the friendly locals – and then we jump on our planes and fly home. We get bitten by mosquitoes and ticks. We alter the global climate with our carbon emissions, which may in turn alter the latitudinal ranges within which those mosquitoes and ticks live. We provide an irresistible opportunity for enterprising microbes by the ubiquity and abundance of our human bodies. Everything I’ve just mentioned is encompassed within this rubric: the ecology and evolutionary biology of zoonotic diseases. Ecological circumstance provides opportunity for spillover. Evolution seizes opportunity, explores possibilities, and helps convert spillovers to pandemics.

The synergies between extractive economic and political institutions create a vicious circle, where extractive institutions, once in place, tend to persist. Similarly, there is a virtuous circle associated with inclusive economic and political institutions. But neither the vicious nor the virtuous circle is absolute. In fact, some nations live under inclusive institutions today because, though extractive institutions have been the norm in history, some societies have been able to break the mold and transition toward inclusive institutions. Our explanation for these transitions is historical, but not historically predetermined. Major institutional change, the requisite for major economic change, takes place as a result of the interaction between existing institutions and critical junctures. Critical junctures are major events that disrupt the existing political and economic balance in one or many societies, such as the Black Death, which killed possibly as much as half the population of most areas in Europe during the fourteenth century; the opening of Atlantic trade routes, which created enormous profit opportunities for many in Western Europe; and the Industrial Revolution, which offered the potential for rapid but also disruptive changes in the structure of economies around the world. Existing

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

But such denial ignores that our instincts are those of an ancient brain that evolved over many thousands of years, and that the human body is tuned for optimum function under conditions radically different from those that we enjoy in America today. Hence, our ingenuity in creating novel environments—such as the competitive opportunities of a global commerce that never sleeps, or an infinite supply of high-calorie food—rather than enhancing well-being may actually disrupt the ancient mechanisms that sustain our physical and mental balance. Such is the potential danger of the social and economic environment developing in America today. The

They will tell you that we are traitors to our nation by encouraging people to use bitcoin. They will tell you that we are criminals, thugs, drug dealers, and terrorists. Don’t believe me? Look up what the Indian government has said just in the last two weeks about people who trade gold on the black market: "terrorists," "criminals," "thugs." ​ I’m just a coder, I’m just a talker; I’m not a terrorist, I’m not a thug. But if I have the opportunity to build an exit from this system, then I will take that opportunity—because I know who the real terrorists are. There is no greater form of terrorism than creating war against your own people, by deliberately disrupting the very lifeblood of an economy, when there is no crisis; creating a natural disaster of enormous proportions simply to fight a currency war against another country.

Billions of dollars worth of research knowledge lie dormant at American universities waiting for the right disruptor to come along and create a business.

You need to define an opportunity that is disruptive relative to all the established players in the targeted market, or you should not invest in the idea.

the future is not about disruptive stress; rather, it’s frothing with disruptive opportunity.

The future belongs to those who can harness the power of AI to unlock their own potential and create new opportunities.

Despite the relative youth of venture capital, many cryptoasset firms are now turning the model on its head. The disruptors are in danger of being disrupted. For the innovative investor, it’s key to realize that cryptoassets are not only making it easier for driven entrepreneurs to raise money, they’re also creating opportunities for the average investor to get into the earliest rounds of what could be the next Facebook or Uber. Welcome to the colliding worlds of crowdfunding and cryptoassets.

Critical Social Justice (abbreviated in the text as CSJ). CSJ serves as an umbrella term for the set of contemporary Critical Theories and was originally formalised by Robin DiAngelo and Özlem Sensoy. CSJ (or “wokeness” in common parlance) is shorthand for a particularly radical political approach to achieving social justice. Its goal is to uncover the systems of power that are believed to structure society and, by so doing, create the opportunity for a revolutionary transformation into an idealised state. CSJ is characterised by activism that aims to find problems, disrupt and dismantle societal norms, centre the marginalised, privilege subjective over objective truth, and control speech.

When firms follow the popular guidance to isolate new growth initiatives in order to protect them from the politics and pressures of the main organization, they make it very hard to muster the commitment required of the main organization to create carryover. This is a widespread mistake that robs incumbents of their most valuable advantage, leaving them instead in the role of hampered venture capitalists, tied down by less flexible capital, and limited to investing only in self-generated opportunities. No wonder they so often under-deliver.

Reinforcing the importance of this opportunity, Immelt added: “The Industrial Internet is a win-win for GE and our customers. Our offerings will increase GE’s services margins and boost organic industrial growth, with the potential to drive as much as $20 billion in annual savings across our industries.” There is a word missing in these statements that marks the difference between a great value proposition and a successful ecosystem: partners. This absence is what separates a service business that relies on value-added resellers to move merchandise, and an ecosystem that aligns partners to create new value in a structured way.

For established firms, the opportunity to anchor a new initiative with an internal customer can amplify the delusion of leadership. It is a double-edged sword that should be handled with care. On the plus side, an internal customer creates an opportunity to jump-start scale and show activity. The risks, however, are (a) that the internal customer is taken as an unbiased signal of market demand; (b) that the business generated by the internal customer is used as a source of revenue for the venture, rather than leveraged to attract and align early stage partners; and (c) that the artificially low barriers to serve and support the internal customer mask the need to realign the firm’s own internal ecosystem in ways that serve and support external partners and customers

Ultimately the service that skeptics provide to high-tech marketers is to point continually to the discrepancies between the sales claims and the delivered product. These discrepancies, in turn, create opportunities for the customer to fail, and such failures, through word of mouth, will ultimately come back to haunt us as lost market share.

Leaders see the opportunities beyond what's done to what's possible.

The decay of power creates fertile soil for demagogic challengers who exploit disappointments with incumbents, promise change, and take advantage of the bewildering noise created by the proliferation of actors, voices, and proposals. The confusion created by changes that come too fast, that are too disruptive and undercut old certainties and ways of doing things—all by-products of the More, Mobility, and Mentality revolutions—offer great opportunities for leaders with bad ideas.

What if we allow the unexpected and unwanted interruptions to remind us that we never were in control in the first place? What if the disruptions we try so hard to avoid are actually opportunities in disguise? After all, the best part of a movie occurs when the hero's back is against the wall and all hope seems lost.

The Fourth Industrial Revolution is ushering in a new economic era, exposing new sources of value and growth. New opportunities, businesses and markets can be created as a result of this new economy.

The Fourth Industrial Revolution is creating a self-employment economy based on creativity - gig workers, freelancers, Apps, investments and entrepreneurship. It is now much easier to start your own thing than any other time in history. Don’t focus on the threats; focus on the opportunities! There's more to sell than just labour.

What we look for determines what we see. When we assume that the only way we can create a new market is by disrupting an old one, opportunities for nondisruptive creation can be easily missed. People tend to focus their attention on the core of existing markets and what it would take to disrupt the existing order. This narrows their vision and blinds them to the wealth of nondisruptive market-creating moves they could make.

Our world is changing fast, but all is not lost in the race to automation. With the rise of the robotic, the focus is shifting from people power to intellectual capital. With or without a certificate, a disruptor’s mind can foresee limitless opportunities in the newly emerging economy. You can create your own path using the power of the internet.

Movie Making Market to Grow at 7.5% CAGR from 2025 to 2032, Hitting USD 159.11 Billion Market Overview According to Maximize Market Research, the global movie-making market was valued at USD 89.21 billion in 2024 and is projected to reach USD 159.11 billion by 2032, growing at a CAGR of 7.5% from 2025 to 2032 . This robust growth underscores the industry's resilience and adaptability in the face of changing consumption patterns and technological disruptions. Key Drivers of Growth Technological Advancements: The integration of CGI, virtual reality, and high-definition digital cinematography has revolutionized storytelling, offering filmmakers unprecedented creative tools. These innovations enhance visual narratives, making them more immersive and engaging for audiences. Global Collaborations: International co-productions are on the rise, pooling resources and talents from different regions to create content that appeals to a global audience. This trend not only diversifies storytelling but also opens new markets for distribution. Streaming Platforms: The proliferation of streaming services has democratized content distribution, allowing independent filmmakers to reach audiences without traditional gatekeepers. This shift has led to a surge in diverse and niche content, catering to varied viewer preferences. Audience Demand for Representation: There's a growing appetite for stories that reflect diverse cultures, experiences, and perspectives. The industry is responding by producing content that resonates with a broader demographic, fostering inclusivity and representation. Challenges and Opportunities While the future looks promising, the industry faces challenges such as: Piracy: Unauthorized distribution of content continues to impact revenues. Implementing robust digital rights management and exploring blockchain solutions could mitigate this issue. Market Saturation: With an abundance of content available, standing out requires innovative marketing strategies and unique storytelling approaches. However, these challenges also present opportunities for innovation, encouraging the industry to explore new business models and creative avenues.

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Our research showed that consistent value release requires companies to give away much more value to others, including customers, suppliers, and ecosystem partners, than they keep for themselves, perhaps by as much as a ten to one ratio. So if your approach to innovation investment is limited to opportunities where you can retain all or even most of the value you create, you’re ignoring the biggest opportunities.

Game-changing innovation comes not just from disruptive, “big-bang” product innovations but also from leveraging what your business does best to create competitive advantage. Revamping a business model is not easy; it requires visible, consistent commitment from the top. It takes time. First, the more established an industry’s norms, the more difficult it is to innovate business models. Everyone has a big stake in preserving the status quo, but it is critical to resist the temptation to do so. Next, keep 80 percent to 90 percent of the organization focused on driving the current business model for growth while reserving a small segment to create and qualify the new model. Finally, reject false trade-offs, compromises that people assume must be taken but, in reality, present issues that should be addressed head-on. Use them as a catalyst for identifying opportunities to innovate the current way the industry does business.

India's Best Highway Infrastructure: Forging a New Era of Connectivity India's vast network of highways, spanning thousands of kilometers, is more than just an intricate system of roads. It serves as the lifeline of the nation, linking financial hubs, cultural landmarks, and strategic regions. This expansive infrastructure plays a vital role in driving the growth of a rapidly evolving country. Turning Challenges into Opportunities While India’s highway infrastructure has seen remarkable progress, it still faces hurdles such as congestion, road safety concerns, and maintenance gaps. Innovative Highway Builders view these challenges as stepping stones to success. Through advanced technologies and sustainable construction techniques, the company is redefining highway development, transforming obstacles into opportunities for progress. Remarkable Achievements Completion of a 124.52-kilometer six-lane expressway Expansion of 750 kilometers of roadways Development of 84.725 kilometers of new highways Construction of three major bridges and 30 minor bridges Completion of seven flyovers and seven railway overpasses Installation of noise barriers over 3.08 kilometers Deployment of street lighting across 44.68 kilometers Total project investment: ₹3,244 crore Concession period: 24 years Innovative Highway Builders: Redefining Excellence Pioneering a New Era of Infrastructure Innovative Highway Builders is at the forefront of India’s road-building revolution. For them, highways are more than just paths—they symbolize connectivity and progress. From high-tech expressways to eco-friendly overpasses, their projects reflect precision engineering, meticulous planning, and an unwavering commitment to sustainability. Uncompromising Quality and Timeliness Every project undertaken by Innovative Highway Builders is rooted in the pursuit of excellence. With a skilled workforce and strict quality control protocols, they ensure projects are completed on time, with minimal disruption, meeting the growing demands of India’s transportation needs. Community Engagement and Environmental Stewardship Recognizing the importance of community collaboration, Innovative Highway Builders actively address local concerns and minimize environmental impacts. By integrating sustainable practices at every stage of construction, they ensure India’s highways remain valuable assets for both current and future generations. India’s Highway Triumphs: Milestones of Progress Iconic Expressways and Engineering Feats From the iconic Golden Quadrilateral to the cutting-edge Eastern Peripheral Expressway, India’s highways stand as testaments to remarkable engineering. Innovative Highway Builders takes pride in contributing to these transformative projects, bolstering the country’s legacy of connectivity and growth. Empowering Communities and Driving Economic Growth India’s highways do more than connect places—they drive economic progress, enhance trade, create jobs, and improve living standards. Innovative Highway Builders is dedicated to building infrastructure that empowers communities and supports businesses, reinforcing the critical role highways play in national development.

When the #COVID19Pandemic is over, the world needs to come together and create a unified vision for public health. What we consider our public health strategy lacks vision, agility and innovation and is in serious need of disruption. The societal pause is an opportunity to develop a new vision that is consistent with the requirements of a hyper-connected mobile society.

disruptive idea is one that delivers a step change – an idea that is hard for an existing player to copy. This is the wow factor. Wow is going to play a big part in this book, because an idea, a product that wows its audience, is one that can rise to the top and truly stand out. People talk about wow, and people keep using something that wows them. Rethinking how to solve existing problems is how people disrupt. Our stellar apps have been able to disrupt their own markets – and then create their own perfect storms. The press love to paint a picture of serendipity, with stories of an average person who was ‘in the right place at the right time’ and how ‘you too could build a billion-dollar app with $1,000 and no programming skills’. These superficial, romantic treatments rarely capture the true story. The best disruptions appear simple – they are best because they are the simplest to communicate and the simplest to understand by the largest number of people. Mass appeal is a core component of far-reaching disruption. Unsurprisingly, the apps with indisputable billion-dollar status embrace simple propositions. Despite the veneer, simple ideas are rarely simple to execute. Great, disruptive entrepreneurs need to understand the capabilities of the technology available to them, the necessity of building new platforms, how to integrate virality into their products and, perhaps most importantly, the power of timing. Don’t get me wrong: there is almost always an element of luck involved (and often significant opportunity cost). But being an entrepreneur is not for the conservative. Nicholas Nassim Taleb (author of The Black Swan) would question the viability of betting on low-probability, high-impact events, what he calls black-swan events, but that is the business of entrepreneurs: manufacturing opportunities that are rare and complex and ultimately yield huge returns.

A good idea isn’t based on what you would do if you could start over. A good idea is a series of leverage points and disruptions that would permit a change agent to create tension and opportunity that might bend a system in the right direction.

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