Disruption Opportunity Quotes

There was a whole army of people who seemed not to have anything better to do than to try to disrupt her life, and , if they were given the opportunity, to correct the way she had chosen to live it.

The worst thing is not that the world is unfree, but that people have unlearned their liberty. The more indifferent people are to politics, to the interests of others, the more obsessed they become with their own faces. The individualism of our time. Not being able to fall asleep and not allowing oneself to move: the marital bed. If high culture is coming to an end, it is also the end of you and your paradoxical ideas, because paradox as such belongs to high culture and not to childish prattle. You remind me of the young men who supported the Nazis or communists not out of cowardice or out of opportunism but out of an excess of intelligence. For nothing requires a greater effort of thought than arguments to justify the rule of nonthought… You are the brilliant ally of your own gravediggers. In the world of highways, a beautiful landscape means: an island of beauty connected by a long line with other islands of beauty. How to live in a world with which you disagree? How to live with people when you neither share their suffering nor their joys? When you know that you don’t belong among them?... our century refuses to acknowledge anyone’s right to disagree with the world…All that remains of such a place is the memory, the ideal of a cloister, the dream of a cloister… Humor can only exist when people are still capable of recognizing some border between the important and the unimportant. And nowadays this border has become unrecognizable. The majority of people lead their existence within a small idyllic circle bounded by their family, their home, and their work... They live in a secure realm somewhere between good and evil. They are sincerely horrified by the sight of a killer. And yet all you have to do is remove them from this peaceful circle and they, too, turn into murderers, without quite knowing how it happened. The longing for order is at the same time a longing for death, because life is an incessant disruption of order. Or to put it the other way around: the desire for order is a virtuous pretext, an excuse for virulent misanthropy. A long time a go a certain Cynic philosopher proudly paraded around Athens in a moth-eaten coat, hoping that everyone would admire his contempt for convention. When Socrates met him, he said: Through the hole in your coat I see your vanity. Your dirt, too, dear sir, is self-indulgent and your self-indulgence is dirty. You are always living below the level of true existence, you bitter weed, you anthropomorphized vat of vinegar! You’re full of acid, which bubbles inside you like an alchemist’s brew. Your highest wish is to be able to see all around you the same ugliness as you carry inside yourself. That’s the only way you can feel for a few moments some kind of peace between yourself and the world. That’s because the world, which is beautiful, seems horrible to you, torments you and excludes you. If the novel is successful, it must necessarily be wiser than its author. This is why many excellent French intellectuals write mediocre novels. They are always more intelligent than their books. By a certain age, coincidences lose their magic, no longer surprise, become run-of-the-mill. Any new possibility that existence acquires, even the least likely, transforms everything about existence.

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

For a long while I have believed – this is perhaps my version of Sir Darius Xerxes Cama’s belief in a fourth function of outsideness – that in every generation there are a few souls, call them lucky or cursed, who are simply born not belonging, who come into the world semi-detached, if you like, without strong affiliation to family or location or nation or race; that there may even be millions, billions of such souls, as many non-belongers as belongers, perhaps; that, in sum, the phenomenon may be as “natural” a manifestation of human nature as its opposite, but one that has been mostly frustrated, throughout human history, by lack of opportunity. And not only by that: for those who value stability, who fear transience, uncertainly, change, have erected a powerful system of stigmas and taboos against rootlessness, that disruptive, anti-social force, so that we mostly conform, we pretend to be motivated by loyalties and solidarities we do not really feel, we hide our secret identities beneath the false skins of those identities which bear the belongers’ seal of approval. But the truth leaks out in our dreams; alone in our beds (because we are all alone at night, even if we do not sleep by ourselves), we soar, we fly, we flee. And in the waking dreams our societies permit, in our myths, our arts, our songs, we celebrate the non-belongers, the different ones, the outlaws, the freaks. What we forbid ourselves we pay good money to watch, in a playhouse or a movie theater, or to read about between the secret covers of a book. Our libraries, our palaces of entertainment tell the truth. The tramp, the assassin, the rebel, the thief, the mutant, the outcast, the delinquent, the devil, the sinner, the traveler, the gangster, the runner, the mask: if we did not recognize in them our least-fulfilled needs, we would not invent them over and over again, in every place, in every language, in every time.

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

Value versus Cost Economists tend to focus on cost, and, as economists, we are as guilty of that as anyone. The entire premise of our first book, Prediction Machines, was that AI advances were going to dramatically reduce the cost of prediction, leading to a scale-up of its use. However, while that book suggested that the initial uses of AI would be where prediction was already occurring, either explicitly in, say, forecasting sales or the weather, or implicitly in classifying photos and language, we were mindful that the real opportunity would be the new applications and uses that were enabled when prediction costs fell low enough.

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

Disruption 3.0 compounds systemic disruptive effects. As complex environments are hyperconnected, hazards and opportunities interact multiplicatively.

In an era of predictable unpredictability, agility allows us to emerge in the here and now, while at the same time bridging our longer-term strategy with the present.

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

We define Greenaissance as an era of renewal with momentous innovation and investment opportunities aligned across fields with the common objective of sustainable energy transition.

The missionaries find it opportune to remind the masses that long before the advent of European colonialism the great African empires were disrupted by the Arab invasion. There is no hesitation in saying that it was the Arab occupation which paved the way for European colonialism; Arab imperialism commonly spoken of, and the cultural imperialism of Islam is condemned.

The fight against climate change is often an opportunity for banks, financial institutions, and ratings agencies to develop a new marketing product, a new green bond, and a new net-zero tracker index fund as often as they can.

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

Fast-changing environments drive new opportunities and gaps. Agility means finding those gaps and exploring them.

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

As we evaluate the opportunities and risks that emanate from the scenarios developed, we scrutinize the potential consequences of the different alternative futures. This allows us to build resilience and the capacity to sustain even the most serious impacts and outcomes.

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

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.

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.

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

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

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.

Indeed, education is one of the institutions most deserving of disruption--and with the greatest opportunities to come of it.

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.

The faster we surf across the surface of the Web—the more links we click and pages we view—the more opportunities Google gains to collect information about us and to feed us advertisements. Its advertising system, moreover, is explicitly designed to figure out which messages are most likely to grab our attention and then to place those messages in our field of view. Every click we make on the Web marks a break in our concentration, a bottom-up disruption of our attention—and it’s in Google’s economic interest to make sure we click as often as possible.

A man seems reluctant to live his life and will take any opportunity to disrupt what limited feeling he has for it with whatever happens to be at hand – substances, other people, fighting, procreation – providing that the world becomes blurred to him, reduced

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?

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

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.

Your energy is a valuable resource, distribute it wisely.

Adaptable companies turn disruptions into opportunities.

Throughout the years, I was always envied that I had the opportunity to travel so extensively. International travel, at least for me, was no fun. I liked to work on a tight schedule with as few surprises, delays, and disruptions as possible. That almost never worked out. Some connection would invariably be missed and some appointments not kept. There were riots and strikes, and in the seventies, bombs. It always confounded me when people would come up to me tell me how lucky I was to travel all over the world. Not

Dissociation is the ultimate form of human response to chronic developmental stress, because patients with dissociative disorders report the highest frequency of childhood abuse and/or neglect among all psychiatric disorders. The cardinal feature of dissociation is a disruption in one or more mental functions. Dissociative amnesia, depersonalization, derealization, identity confusion, and identity alterations are core phenomena of dissociative psychopathology which constitute a single dimension characterized by a spectrum of severity. Clinical Psychopharmacology and Neuroscience 2014 Dec; 12(3): 171-179 The Many Faces of Dissociation: Opportunities for Innovative Research in Psychiatry

Seize the opportunity in front of you. Imagine. Invent. Disrupt. Do good. I know that you must be passionate, unreasonable, and a little bit crazy to follow your own ideas and do things differently. But it’s worth it. Life grows relative to one’s investment in it.

Kids who are raised in hostile environments are seven times more likely to become violent perpetrators as adults, and I’ve been given the unique opportunity to disrupt that pattern. For the small curve in the road where I get to stand, holding my traffic sign that indicates a better way, I have no choice but to feel belligerent gratitude.

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.

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.

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

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.

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

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

Those that recognize the inevitability of change stand to benefit the most from it.

The customer is always right...even when they're wrong.

The best big idea is only going to be as good as its implementation.

There are two types of people in this world: those whose look for opportunity and those who make it happen.

If you can imagine a solution, you can make it happen.

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

The joy of disruption comes from accepting that we all live in a temporal state.

There are riches to be found simply by capturing the value released through others' disruptive breakthroughs.

Whether driven by ambition or circumstance, every career gets disrupted.

In life, you get what you believe you deserve.

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

To stay relevant, you must keep your career in permanent beta. That means committing to a lifetime of learning and professional growth, a lifetime of strategic

The possibilities of migrating from an economy based on owning to one based on sharing are limitless.

Today’s entrepreneur is creating opportunities for connections around the content without ever being tied to the cost of creating that content.

Most discoveries come from the simple act of identifying life’s problems.

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 Truth Is That Challenge Is the Crucible for Greatness. The study of leadership is the study of how men and women guide people through uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges. It’s also the study of how men and women, in times of constancy and complacency, actively seek to disturb the status quo, awaken new possibilities, and pursue opportunities.

Where there is no rest there is energy. Where there is no disruption there is normality. Where there is no profit there is bankruptcy. Where there is no gain there is insolvency. Where there is no injury there is safety. Where there is no team there is individuality. Where there is no hindrance there is opportunity. Where there is no injury there is safety. Where there is no sense there is inefficiency. Where there is no failiure there is competency. Where there is no decline there is industry. Where there is no strength there is infirmity. Where there is no idleness there is activity. Where there is no weakness there is intensity. Where there is no failiure there is industry. Where there is no leadership there is anarchy. Where there is no repetition there is originality. Where there is no increase there is deficiency. Where there is no ignorance there is capacity. Where there is no impotence there is ability. Where there is no falseness there is authenticity. Where there is no excellence there is mediocrity. Where there is no mistake there is quality. Where there is no amatuer there is ingenuity. Where there is no error there is mastery. Where there is no defect there is virtuosity.

You no longer have to wait for the gods of corporate America, or universities, or media, or investors, to come down from the clouds and choose you for success. In every single industry, the middleman is being taken out of the picture, causing more disruption in employment but also greater efficiencies and more opportunities for unique ideas to generate real wealth. You can develop those ideas, execute on them, and choose yourself for success.

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.

Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later. Again, you can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something—your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.8

The right strategy has a beauty to it, a sense of many people and ideas working in concert to succeed. Start by asking what will be true in five years and work backward. Examine carefully the things you can assert will change quickly, especially factors of production where technology is exponentially driving down cost curves, or platforms that could emerge. In a five-year timeline there are disrupters—and opportunities—in many markets. What will be the disrupters affecting you?

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.

Repeatedly over the next half hour he returned to the word “opportunity.” It kept knocking. “A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk.

For the first time in decades … For the first time in decades, India is experiencing a Revolution. For the first time in decades, there is status quo disruption. For the first time in decades, our Soldiers are receiving the reverence they must get. For the first time in decades, national interest matters more than personal interest. For the first time in decades, the strength of WE is more than self proclaimed VIP Few. For the first time in decades, corrupt politicians are worried about people standing in queue For the first time in decades, let us try not to get brainwashed in inconvenience debate. For the first time in decades, let us not fall prey to tactics of bait. For the first time in decades, we are up in arms against dishonest coward. For the first time in decades, India is feeling empowered. For the first time in decades, we have an opportunity to rise above caste, creed and religion. For the first time in decades, we are hopeful for the bright future of next generation.

A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk. “It increases the opportunity for these pathogens to jump from their natural host into a new host,” he said. The new host might be any animal (the horse in Australia, the palm civet in China) but often it’s humans, because we are present so intrusively and abundantly. We offer a wealth of opportunity.

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

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.

true—helping a hurting person is a bit scary. We want to do the right thing, not the wrong thing—say what will help, not what will hurt. To add to our confusion, our friend is “not quite herself.” She’s different. We want our friend fixed and back to normal. All you have to do is care. Harold Ivan Smith described the process so well: Grief sharers always look for an opportunity to actively care. You can never “fix” an individual’s grief, but you can wash the sink full of dishes, listen to him or her talk, take his or her kids to the park. You can never “fix” an individual’s grief but you can visit the cemetery with him or her. Grief sharing is not about fixing—it’s about showing up. Coming alongside. Being interruptible. “Hanging out” with the bereaving. In the words of World War II veterans, “present and reporting for duty.” The grief path is not a brief path. It’s a marathon, not a sprint.[1] What can you expect from a friend who is hurting? Actually, not very much. And the more her experience moves beyond a loss and closer to a crisis or trauma, the more this is true. Sometimes you’ll see a friend experiencing a case of the “crazies.” Her response seems irrational. She’s not herself. Her behavior is different from or even abnormal compared to the person not going through a major loss. Just remember, she’s reacting to an out-of-the-ordinary event. What she experienced is abnormal, so her response is actually quite normal. If what the person has experienced is traumatic she may even seem to exhibit some of the symptoms of ADD (Attention Deficit Disorder). And because your friend is this way, she is not to be avoided. Others are needed at this time in her life. These are responses you can expect. Your friend is no longer functioning as she once did—and probably won’t for a while. You Are Needed You are needed when a person experiences a sudden intrusion or disruption in her life. If you (or another friend) aren’t available, the only person she has to talk with for guidance, support, and direction is herself. And who wants support from someone struggling with a case of the “crazies”? But a problem may arise when your friend doesn’t realize that she needs you, at least at that particular time. Your sensitivity is needed at this point. Remember, when your friend is hurting and facing a loss, you are dealing with a loss as well, because the relationship you had with your friend has changed. It’s not the same.

there are unparalleled opportunities for emerging agencies and consultants to transform, disrupt, and thrive within the developing marketing services ecosystem. The agencies and professionals with the will and vision to adapt and evolve will rise, and many traditional and digital-only firms will become obsolete.

is embedded in an organization in which most people are continually questioning why the project is being done at all. Projects make sense to people if they address the needs of important customers, if they positively impact the organization’s needs for profit and growth, and if participating in the project enhances the career opportunities of talented employees. When a project doesn’t have these characteristics, its manager spends much time and energy justifying why it merits resources and cannot manage the project as effectively. Frequently

Change is inevitable, and the disruption it causes often brings both inconvenience and opportunity.

A company at the top of its game has accumulated a number of rules of thumb—implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It’s very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past.

The first report suggests that “social computing could play an increasingly important role in re-engaging citizens in political debate, in securing social cohesion and harmony, and it could provide a platform for dialogue on the grand challenges of the EU [European Union] and the rest of the world.” The second report encourages “policy makers to seize the opportunities of social computing but also to mitigate any undesirable effects” and laments the “limited provision of citizen-centered public services by governments.” The report further warns “that the empowerment and transparency characteristics of social computing initiatives seem to disrupt existing power balances.

Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.

Crowdsourcing is the ultimate disruptor of distribution because in a most Zen-like fashion, the content is controlled by everyone and no one at the same time.

The business world is littered with the fossils of companies that failed to evolve. Disrupt or be disrupted. There is no middle ground.

Disruption causes vast sums of money to flow from existing businesses and business models to new entrants.

For instance, the need of large corporations to analyze market opportunities according to established metrics prevented them from grasping the contours of nascent markets emerging around new technologies. Lower short-term profits from these new markets go against the culture of maximizing quarterly share prices. And the dilemma replicates itself with each wave of innovation: as the first companies to exploit disruptive technologies gain and grow, “it becomes progressively more difficult for them to enter the even newer smaller markets destined to become the large ones of the future.”47

The word risk is a negative one in their vocabulary—it does not connote opportunity or excitement but rather the chance to waste money and time.

Instead of using the cable break as an opportunity to increase technological literacy, popular discourses downplay the diversity and frequency of faults, more often coding disconnection as a large-scale disruption to the dominant cultural order.

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.