Innovation Disruption Quotes

Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.

Disruptive technologies typically enable new markets to emerge.

There are more than 9,000 billing codes for individual procedures and units of care. But there is not a single billing code for patient adherence or improvement, or for helping patients stay well.

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.

Alignment is an evolutionary process, which involves continuous questioning and searching.

Maybe the most important rule for creating miracles is breaking the rules!

When you make the decision to start something new, first figure out the jobs you want to do. Then position yourself to play where no one else is playing.

The more you practice thinking on your feet and the more you prepare for future scenarios, the better you get at improvising when they arise.

As the pace of change accelerates, industry life cycles, company life cycles, and product life cycles are compressed.

People will deem certain new ideas impossible, until they become part of everyday life.

Disruption is no longer a single or recurring event, but a steady state expanding its impact.

To create truly novel breakthrough innovations, you must discard your hard-held beliefs.

Failure is a necessary ingredient to invention.

Failovation is the sort of failure that generates innovation, potentially prompting a standing ovation.

Creativity will become even more important as the world requires new solutions to new problems.

Understanding the nature of change is critical for overcoming resistance.

To achieve alignment by stakeholders across time horizons, long-term thinking needs to prevail in a world of endemic short-termism.

Harnessing the value of speculation and creativity, science fiction helps both individuals and organizations become and remain relevant in the face of our rapidly changing world.

It is the outside actors who challenge assumptions and ask new questions that beat incumbents in imagining and innovating on what might come next.

If we are to remain relevant, we must create innovative social and economic ecosystems that become stronger under stress and through shocks.

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.

To drive innovation, it’s a good idea to have bad ideas, and many of them.

Certainty is fleeting, but through experimentation, systems innovation and trial-and-error, instructive patterns emerge as guidance.

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 true impact of innovation isn’t in its disruptiveness; rather, it lies in its ability to ignite hope, unlock new possibilities and catalyse positive transformations across systems.

Domino effects give way to butterfly effects given nonlinearity. “Outsized” conflates with “unpredictable” as a small cause yields disproportionate effects.

Whether personal or organizational, building capacity to effectively deal with change creates resilience, and without exceptional resilience there is no antifragility.

The permission to wander around, imagine, ask questions and challenge assumptions makes the magic happen.

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.

To achieve real innovation, one needs to imagine novel ideas, question assumptions, and offer diverse perspectives. Aligning values while challenging conventional wisdom creates new solutions.

Scenarios are dynamic living narratives, and require updating as the world itself evolves.

the best way to get a good idea is to get a lot of ideas.

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.

Rhetorical question: Did you get to where you are by accepting the status quo? I didn't.

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, we need to build antifragile foundations to prepare for disruption and benefit from any disorder. We must create innovative, fluid, and adventurous mindsets as well as social and economic networked ecosystems that strengthen from stress, random events, and shocks.

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.

One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.

Disruptive innovation is entrepreneurs changing their industry with unique creativity.

At SpaceX, we specialize in converting things from impossible to late.

We call the effect from the combination of Amara’s Law and exponential growth the “Inflection Paradox.” One issue which exacerbates the Inflection Paradox is that innovations are often explored in isolation. In reality, breakthroughs occur across fields. This is why change is often slow… until it isn’t.

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.

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.

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.

Creativity is the new currency, so, are you credited with new thoughts or overdrawn in old thinking?

Misaligned incentives can foster herd mentality.

Before insights arrive, one must undergo an incubation period.

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.

Ultimately, incentive structures and systems drive ESG investing, which can be disingenuous. Structurally, public market investors continue to focus on the incentives which maximize their financial returns, even while taking certain ESG inputs into account in their portfolio allocations. Only by regulating and incentivizing the actual outcomes might investors alter their investment strategies towards new rewards based on ESG outputs.

When you disrupt yourself, you are looking for growth, so if you want to muscle up a curve, you have to push and pull against objects and barriers that would constrain and constrict you. That is how you get stronger.

Companies preach creativity, hire for conformity and call consultants when they fail who tell them to be more creative.

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.

Don’t follow your passions; follow your effort. It will lead you to your passions and to success.

Brands that stand out from the competition are purposefully disruptive or different

recent IBM poll of fifteen hundred CEOs identified creativity as the number-one “leadership competency” of the future.

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

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

The establishment’s reply is that dissenting students are bent, not on positive innovation, but on negative disruption. Against this, however, it can be argued that these two processes are very closely related and that the former only degenerates into the latter when it finds itself blocked.

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.

My concern, however, is that decision makers are too often caught in traditional, linear (and nondisruptive) thinking or too absorbed by immediate concerns to think strategically about the forces of disruption and innovation shaping our future.

Breakdowns create breakthroughs. Breakthroughs create more breakthroughs. More breakthroughs create friction because idiots be jealous or don’t get it or protect their little corner and act out of spite. So you breakdown for another breakthrough. If you’re about to break, go for broke. If you’re not breaking, you’re not really living.

We adhere to the saying, “if it ain’t broke, don’t fix it,” while not really questioning whether “it” is “broke.

Normal is where innovation goes to die.

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.

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

Every organization would benefit from having Holistic Wealth Project Groups comprised of groups of employees in each region who are energized and motivated to help each other achieve Holistic Wealth both at work and in their personal lives, and therefore drive organizational purpose, resilience, innovation, wellness, and success.

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

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

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

as architect of choosing... choose. to. live. awakened. entirely. wholly. wildly powerful,  deeply masterful,  authentically creative, thriving.  this is not a hoped-for possible self. [reminder: this is an immutable Law of your being] needing not to learn the skill of being whole,  the antidote is to unlearn the habit of living incompletely here’s the practice: ‘know thyself‘—its about spirit  righteousness is underrated elevate connection with the changeless essence seek similitude with the will of Source and will of self 'choose thyself'—its about substance sacred. sagacious. spacious. in thought, word and deed— intend to: honor virtue. innovate enthusiastically. master integrity. 'become who you are'—its about style  a human, being an entrepreneur of life experiences a human, being a purveyor of preferences being-well with the known experience of soul, in service your relationship with insecurities, contradictions, & failures? obstacles or...invitations to grow? [mindset forms manifestation] emotions are messengers are gifts data for discernment: dare to deconstruct them your fears a belief renovation: fear.less. & aspire towards ascendance, anyway support your shine lean into the Light be.come. incandescent as architect of choosing, I choose...  to disrupt the energy of the status quo, to eclipse the realms of ordinary, & to live--a life-well lived. w/ spirit, substance & style.

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.

There is no such thing as creativity in the abstract. Likewise, there is no such thing as innovation in the abstract. To describe yourself as an entrepreneur or a disrupter is as meaningless as describing yourself as an athlete or a thinker. Really? What sports do you play? What do you think about? What

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

Innovation was a curious thing. It never failed to amaze him. And yet this place confirmed what they’d long known: that truly disruptive innovation rarely came from the expected sources. They’d had so much more luck investing in eccentric B and C students. The rationale was simple: Those heavily invested in the status quo had difficulty thinking outside of it—and were often tainted by it. Especially when success and peer approval beckoned. One did not accidentally graduate from top-tier schools. One strove to get in and to maintain grades once there, and to do that, one usually needed to be a master at conformity. To excel in all the accepted conventions. No, the truly different thinkers often went unnoticed.

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.

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.