Disruption Technology Quotes

But we need to do more. We are now in The Between Times for AI—between the demonstration of the technology’s capability and the realization of its promise reflected in widespread adoption.

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.

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.

Disruptive technologies typically enable new markets to emerge.

The board should consider different future scenarios, such as economic downturns or technological disruptions, and develop contingency plans to navigate them.

disruptive technology should be framed as a marketing challenge, not a technological one.

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.

Techistentialism studies the nature of human beings, existence, and decision-making in our technological world.

Each technological and scientific turning point evolves into an ontological consideration.

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.

1. The Industrial Revolution and its consequences have been a disaster for the human race. They have greatly increased the life-expectancy of those of us who live in “advanced” countries, but they have destabilized society, have made life unfulfilling, have subjected human beings to indignities, have led to widespread psychological suffering (in the Third World to physical suffering as well) and have inflicted severe damage on the natural world. The continued development of technology will worsen the situation. It will certainly subject human beings to greater indignities and inflict greater damage on the natural world, it will probably lead to greater social disruption and psychological suffering, and it may lead to increased physical suffering even in “advanced” countries.

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.

The accelerating pace of change is now the norm.

Healthcare is shifting from diagnosis to prevention and augmentation, blurring the line between human and technology.

While the rhythm of change may appear slow, the tempo of disruption is extremely fast.

Anything we think we know today in relation to AI will change tomorrow.

To adapt to our complex world of weaponized information, maybe schools should teach data as we do languages.

Could the most fundamental edge humans have over machines be irrationality?

As algorithms become the most important decision-makers in our lives, the question is not only whether we can trust AI, but whether we can trust that we understand AI well enough.

Remaining relevant is not a linear process, but a jumbled loop.

As AI continues to develop, machines could become increasingly legitimate in autonomously making strategic decisions, an area where humans currently lead.

The cow is facing its own existential crisis, as industrial cattle farming is being disrupted by alt proteins and plant-based milks that offer alternatives.

Disruption’s impact can vary greatly depending on (i) your perspective, (ii) degree of preparation and (iii) the nature and timing of your response.

We need the humility to acknowledge that we may not fully understand the net impacts or timing [of AI].

As advances in AI, machine learning, and neural networks evolve, incomprehensibility will reach even higher levels - exposing these complex systems to both human and machine errors.

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 bar to become and remain relevant is higher than ever. You need to run faster to stay in the same place, or even likely end up behind. There is a new premium on staying relevant.

Complexity’s biggest dangers arise when we are mired in assumptions and boxed into existing sectors and industries instead of noticing new patterns on the fringe and changes emerging over time.

Today, AI seems to be the answer to everything, irrespective of the question. If technology is determining outcomes on our behalf, our agency is curtailed and our choices may be beyond our control.

To shift the relationship between humans and machines, AI does not have to reach general artificial intelligence, nor become exceptional at handling complex systems. It just needs to become better than us.

Telephone did not come into existence from the persistent improvement of the postcard.

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

Smart technologies are not just disruptive; they can also preserve the status quo. Revolutionary in theory, they are often reactionary in practice.

For most of human history, space was unachievable; now it’s merely dangerous.

Humans need to enhance their capabilities, as machines are learning fast, gaining increasingly higher-level human functions.

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

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

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

Techistentialism studies the nature of human beings, existence and decision-making in our technological world.

Many of these technologies are proven, even beyond controlled environments, so their success will be driven by the value proposition, adoption, and ability to scale in the real world.

If we are to remain relevant and not delegate our strategic decision-making to machines, we must create innovative social and economic ecosystems that become stronger under stress and through shocks.

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.

Technology consultancies that design and sell these advanced AI systems may have difficulty being objective about the potential job displacement caused by those very tools. - Roger Spitz, Disrupt With Impact: Achieve Business Success in an Unpredictable Wold

If you can’t dazzle them with brilliance, baffle them with bullshit” seems like the motto not just for Chopra but for the entire conference. Benioff and his philanthropy, the dry ice and fog machines, the concerts and comedians: None of this has anything to do with software or technology. It’s a show, created to entertain people, boost sales, and fluff a stock price.

First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies.

AI won’t replace humans, but people who can use it will.” This sounds reassuring, but it oversimplifies the complex future of work and AI integration. Experts predict a surge in opportunities, but the intricate interplay between cognification, mass automation, and how we work remains uncharted. The net effect of AI on employment is unknown - we have no data on the future.

Techistentialism studies the nature of human beings, existence, and decision-making in our technological world. Today, we face both technological and existential conditions that can no longer be separated. We define this phenomenon as Techistentialism.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

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.

Quantum technologies are difficult to understand, but that will not stop the disruption this set of emerging technologies will bring in the next few years!

The disruptive potential of quantum technology will make the change of the Internet era look like a small bump in the road!

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

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

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

Today’s humans do not need terrorists to disrupt peace in the world – they are doing it themselves quite well.

A common enemy is the best catalyst for forging a common identity, and humankind now has at least three such enemies - nuclear war, climate change, and technological disruption.

When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.

If the disruptive change brought about by the Internet challenged you, brace yourself: multiple emerging technologies will combine to create an unprecedented period of change in the next few years.

Today, humanity faces technological and existential conditions that can’t be separated. We define this phenomenon as “Techistentialism.” Our existential condition is an uncertain one, considering the inherent dualities and paradoxes of life. Our techistential condition is no different.

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 most important tool you have on a resume is language.

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.

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

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 future is closer than you think. You can pay attention now or watch the transformation happen right in front of your eyes

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.

Imagine a society that subjects people to conditions that make them terribly unhappy, then gives them drugs to take away their unhappiness. Science fiction? It is already happening to some extent in our own society. It is well known that the rate of clinical depression has been greatly increasing in recent decades. We believe that this is due to disruption of the power process, as explained in paragraphs 59-76. But even if we are wrong, the increasing rate of depression is certainly the result of SOME conditions that exist in today’s society. Instead of removing the conditions that make people depressed, modern society gives them antidepressant drugs. In effect, antidepressants are a means of modifying an individual’s internal state in such a way as to enable him to tolerate social conditions that he would otherwise find intolerable.

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.

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 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.

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

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.

An eruption of microparasites, such as a viral pandemic, rather than drastic changes in climate or topography, would more likely disrupt the megapolitical predominance of technology.

Outside, the middle class was disappearing faster than the icecaps, xenophobes were winning elections or stocking up on assault rifles, warring tribes were butchering each other religiously, but inside, disruptive new technologies were rendering traditional politics obsolete.

As we face inseparable technological and existential conditions, we enter an era of Techistentialism. AI will increasingly provide insights that enable more-informed predictive decision-making, humans should remain wary of an inadvertent reliance on prescriptive algorithms dictating specific decisions. Complex and uncertain environments inherently involve unknown unknowns; these are situations where we need to be agile despite the lack of immediate answers.

How do such diseases leap from nonhuman animals into people, and why do they seem to be leaping more frequently in recent years? To put the matter in its starkest form: Human-caused ecological pressures and disruptions are bringing animal pathogens ever more into contact with human populations, while human technology and behavior are spreading those pathogens ever more widely and quickly.

Disruptive innovations, in contrast, don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3

I believe our civilization stands on the cusp of a technological revolution with the power to reshape life as we know it. To ignore the millennia of human struggle that serves as our society’s foundation, however—to merely “disrupt,” with the blitheness that has accompanied so much of this century’s innovation—would be an intolerable mistake. This revolution must build on that foundation, faithfully. It must respect the collective dignity of a global community. And

Though many traditional religions espouse universal values and claim cosmic validity, at present they are used mainly as the handmaid of modern nationalism – whether in North Korea, Russia, Iran or Israel. They therefore make it even harder to transcend national differences and find a global solution to the threats of nuclear war, ecological collapse and technological disruption.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

Some spoke critically of neoliberalism, the sense that the idea of the free market has somehow crowded out all others. This was true enough, but the very use of the word was usually a kowtow before an unchangeable hegemony. Other critics spoke of the need for disruption, borrowing a term from the analysis of technological innovations. When applied to politics, it again carries the implication that nothing can really change, that the chaos that excites us will eventually be absorbed by a self-regulating system. The man who runs naked across a football field certainly disrupts, but he does not change the rules of the game. The whole notion of disruption is adolescent: It assumes that after the teenagers make a mess, the adults will come and clean it up. But there are no adults. We own this mess. —

If good management practice drives the failure of successful firms faced with disruptive technological change, then the usual answers to companies, problems—planning better, working harder, becoming more customer- driven, and taking a longer-term perspective—all exacerbate the problem.

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.

But liberalism has no obvious answers to the biggest problems we face: ecological collapse and technological disruption. Liberalism traditionally relied on economic growth to magically solve difficult social and political conflicts. Liberalism reconciled the proletariat with the bourgeoisie, the faithful with atheists, natives with immigrants, and Europeans with Asians by promising everybody a larger slice of the pie. With a constantly growing pie, that was possible. However, economic growth will not save the global ecosystem; just the opposite, in fact, for economic growth is the cause of the ecological crisis. And economic growth will not solve technological disruption, for it is predicated on the invention of more and more disruptive technologies.

Deception. What follows digitalization is deception, a period during which exponential growth goes mostly unnoticed. This happens because the doubling of small numbers often produces results so minuscule they are often mistaken for the plodder’s progress of linear growth. Imagine Kodak’s first digital camera with 0.01 megapixels doubling to 0.02, 0.02 to 0.04, 0.04 to 0.08. To the casual observer, these numbers all look like zero. Yet big change is on the horizon. Once these doublings break the whole-number barrier (become 1, 2, 4, 8, etc.), they are only twenty doublings away from a millionfold improvement, and only thirty doublings away from a billionfold improvement. It is at this stage that exponential growth, initially deceptive, starts becoming visibly disruptive.

Bitcoin represents a fundamental transformation of money. An invention that changes the oldest technology we have in civilization. That changes it radically and disruptively by changing the fundamental architecture into one where every participant is equal. Where transaction has no state or context other than obeying the consensus rules of the network that no one controls. Where your money is yours. You control it absolutely through the application of digital signatures, and no one can censor it, no one can seize it, no one can freeze it. No one can tell you what to do or what not to do with your money. It is a system of money that is simultaneously, absolutely transnational and borderless. We’ve never had a system of money like that.

Technology, I said before, is most powerful when it enables transitions—between linear and circular motion (the wheel), or between real and virtual space (the Internet). Science, in contrast, is most powerful when it elucidates rules of organization—laws—that act as lenses through which to view and organize the world. Technologists seek to liberate us from the constraints of our current realities through those transitions. Science defines those constraints, drawing the outer limits of the boundaries of possibility. Our greatest technological innovations thus carry names that claim our prowess over the world: the engine (from ingenium, or “ingenuity”) or the computer (from computare, or “reckoning together”). Our deepest scientific laws, in contrast, are often named after the limits of human knowledge: uncertainty, relativity, incompleteness, impossibility. Of all the sciences, biology is the most lawless; there are few rules to begin with, and even fewer rules that are universal. Living beings must, of course, obey the fundamental rules of physics and chemistry, but life often exists on the margins and interstices of these laws, bending them to their near-breaking limit. The universe seeks equilibriums; it prefers to disperse energy, disrupt organization, and maximize chaos. Life is designed to combat these forces. We slow down reactions, concentrate matter, and organize chemicals into compartments; we sort laundry on Wednesdays. “It sometimes seems as if curbing entropy is our quixotic purpose in the universe,” James Gleick wrote. We live in the loopholes of natural laws, seeking extensions, exceptions, and excuses.

Fortunately, new platforms and technology have made homeschooling manageable on many fronts. Parents can do everything from accessing first-rate courses online to finding support from other parents in the same situation. The best part is that they can completely tailor the experience to the learning style and interest of their children and give them the attention that they would never get in the classroom. The results are striking. Twenty-five percent of homeschooled children are at least one grade ahead of their traditionally schooled peers. The homeschooled population, as a whole, scores exceptionally higher on academic achievement tests.5 This shift is perhaps the best glimpse of the future of education—mass customization alongside personalized attention. Like banking, it will return to a human-scale model based on relationships and personal needs, and it will be where much of the disruption in the economy and labor market occurs in the next few decades.

The left hemisphere prefers the impersonal to the personal, and that tendency would be in any case be instantiated in the fabric of a technologically driven and bureaucratically administered society. The impersonal would come to replace the personal. There would be a focus on material things at the expense of the living. Social cohesion, and the bonds between person and person, and just as importantly between person and place, the context in which each person belongs, would be neglected, perhaps actively disrupted, as both inconvenient and incomprehensible to the left hemisphere acting on its own. There would be a depersonalisation of the relationships between members of society, and in society’s relationship with its members. Exploitation rather than co-operation would be, explicitly or not, the default relationship between human individuals, and between humanity and the rest of the world. Resentment would lead to an emphasis on uniformity and equality, not as just one desirable to be balanced with others, but as the ultimate desirable, transcending all others. As a result individualities would be ironed out and identification would be by categories: socioeconomic groups, races, sexes, and so on, which would also feel themselves to be implicitly or explicitly in competition with, resentful of, one another. Paranoia and lack of trust would come to be the pervading stance within society both between individuals, and between such groups, and would be the stance of government towards its people.

The great majority of those who, like Frankl, were liberated from Nazi concentration camps chose to leave for other countries rather than return to their former homes, where far too many neighbors had turned murderous. But Viktor Frankl chose to stay in his native Vienna after being freed and became head of neurology at a main hospital in Vienna. The Austrians he lived among often perplexed Frankl by saying they did not know a thing about the horrors of the camps he had barely survived. For Frankl, though, this alibi seemed flimsy. These people, he felt, had chosen not to know. Another survivor of the Nazis, the social psychologist Ervin Staub, was saved from a certain death by Raoul Wallenberg, the diplomat who made Swedish passports for thousands of desperate Hungarians, keeping them safe from the Nazis. Staub studied cruelty and hatred, and he found one of the roots of such evil to be the turning away, choosing not to see or know, of bystanders. That not-knowing was read by perpetrators as a tacit approval. But if instead witnesses spoke up in protest of evil, Staub saw, it made such acts more difficult for the evildoers. For Frankl, the “not-knowing” he encountered in postwar Vienna was regarding the Nazi death camps scattered throughout that short-lived empire, and the obliviousness of Viennese citizens to the fate of their own neighbors who were imprisoned and died in those camps. The underlying motive for not-knowing, he points out, is to escape any sense of responsibility or guilt for those crimes. People in general, he saw, had been encouraged by their authoritarian rulers not to know—a fact of life today as well. That same plea of innocence, I had no idea, has contemporary resonance in the emergence of an intergenerational tension. Young people around the world are angry at older generations for leaving as a legacy to them a ruined planet, one where the momentum of environmental destruction will go on for decades, if not centuries. This environmental not-knowing has gone on for centuries, since the Industrial Revolution. Since then we have seen the invention of countless manufacturing platforms and processes, most all of which came to be in an era when we had no idea of their ecological impacts. Advances in science and technology are making ecological impacts more transparent, and so creating options that address the climate crisis and, hopefully, will be pursued across the globe and over generations. Such disruptive, truly “green” alternatives are one way to lessen the bleakness of Earth 2.0—the planet in future decades—a compelling fact of life for today’s young. Were Frankl with us today (he died in 1997), he would no doubt be pleased that so many of today’s younger people are choosing to know and are finding purpose and meaning in surfacing environmental facts and acting on them.

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.