Innovations Ideas Quotes

If you want something new, you have to stop doing something old

Throughout history, people with new ideas—who think differently and try to change things—have always been called troublemakers.

People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying no to 1,000 things.

Chance favors the connected mind.

The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.”   TOM KELLEY General Manager, IDEO

The trick to having good ideas is not to sit around in glorious isolation and try to think big thoughts. The trick is to get more parts on the table.

Being right keeps you in place. Being wrong forces you to explore.

The patterns are simple, but followed together, they make for a whole that is wiser than the sum of its parts. Go for a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle; reinvent. Build a tangled bank.

America is the greatest engine of innovation that has ever existed, and it can't be duplicated anytime soon, because it is the product of a multitude of factors: extreme freedom of thought, an emphasis on independent thinking, a steady immigration of new minds, a risk-taking culture with no stigma attached to trying and failing, a noncorrupt bureaucracy, and financial markets and a venture capital system that are unrivaled at taking new ideas and turning them into global products.

Steve Jobs gave a small private presentation about the iTunes Music Store to some independent record label people. My favorite line of the day was when people kept raising their hand saying, "Does it do [x]?", "Do you plan to add [y]?". Finally Jobs said, "Wait wait — put your hands down. Listen: I know you have a thousand ideas for all the cool features iTunes could have. So do we. But we don't want a thousand features. That would be ugly. Innovation is not about saying yes to everything. It's about saying NO to all but the most crucial features.

First they ignore you, then they laugh at you, then they fight you, then you win.

Steve Jobs: “People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things I have done. Innovation is saying no to 1,000 things.

This is not the wisdom of the crowd, but the wisdom of someone in the crowd. It’s not that the network itself is smart; it’s that the individuals get smarter because they’re connected to the network.

Do not get obsolete like an old technology, keep innovating yourself.

People do not thrive under tyrants, Alizayd; they do not come up with innovations when they're busy trying to stay alive, or offer creative ideas when error is punished by the hooves of a karkadann.

A new idea comes suddenly and in a rather intuitive way,” Einstein once said, “but intuition is nothing but the outcome of earlier intellectual experience.

More than a building that houses books and data, the library has always been a window to a larger world--a place where we've always come to discover big ideas and profound concepts that help move the American story forward. . . . . Libraries remind us that truth isn't about who yells the loudest, but who has the right information. Because even as we're the most religious of people, America's innovative genius has always been preserved because we also have a deep faith in facts. And so the moment we persuade a child, any child, to cross that threshold into a library, we've changed their lives forever, and for the better. This is an enormous force for good.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Old ideas can sometimes use new buildings. New ideas must use old buildings.

Good ideas may not want to be free, but they do want to connect, fuse, recombine. They want to reinvent themselves by crossing conceptual borders. They want to complete each other as much as they want to compete

Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.

When you don't have to ask for permission innovation thrives.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Legendary innovators like Franklin, Snow, and Darwin all possess some common intellectual qualities—a certain quickness of mind, unbounded curiosity—but they also share one other defining attribute. They have a lot of hobbies.

[..]Although personally, I think cyberspace means the end of our species." Yes? Why is that?" Because it means the end of innovation," Malcolm said. "This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they'll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behaviour. We innovate new behaviour to adapt. And everybody on earth knows that innovation only occurs in small groups. Put three people on a committee and they may get something done. Ten people, and it gets harder. Thirty people, and nothing happens. Thirty million, it becomes impossible. That's the effect of mass media - it keeps anything from happening. Mass media swamps diversity. It makes every place the same. Bangkok or Tokyo or London: there's a McDonald's on one corner, a Benetton on another, a Gap across the street. Regional differences vanish. All differences vanish. In a mass-media world, there's less of everything except the top ten books, records, movies, ideas. People worry about losing species diversity in the rain forest. But what about intellectual diversity - our most necessary resource? That's disappearing faster than trees. But we haven't figured that out, so now we're planning to put five billion people together in cyberspace. And it'll freeze the entire species. Everything will stop dead in its tracks. Everyone will think the same thing at the same time. Global uniformity. [..]

Bill Gates (and his successor at Microsoft, Ray Ozzie) are famous for taking annual reading vacations. During the year they deliberately cultivate a stack of reading material—much of it unrelated to their day-to-day focus at Microsoft—and then they take off for a week or two and do a deep dive into the words they’ve stockpiled. By compressing their intake into a matter of days, they give new ideas additional opportunities to network among themselves, for the simple reason that it’s easier to remember something that you read yesterday than it is to remember something you read six months ago.

BE OPEN TO new thoughts, to new people, to new principles, to new ideas, to new experiences. "NEW" MAKES US GROW

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

In the annals of innovation, new ideas are only part of the equation. Execution is just as important.

Innovation is deviance which means that the rebellious personality is a natural resource for practical creativity. As an innovator, you need to reject the old to establish a new, better, status quo. And one of the most powerful sources of newness is the rebel or maverick, mind.

Everyone has an idea. But it’s really about executing the idea and attracting other people to help you work on the idea.

When people lack true culture or are devoid of innovative ideas, they speak about wine, various brands of alcoholic beverages, or the quality of soap.

Innovation is saying "no" to 1,000 things.

Great ideas don’t die in the market, they die in the shower. People are too scared to pursue them because they appear crazy.

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

When your ideas shatter established thought, expect blowback.

Be creative while inventing ideas, but be disciplined while implementing them.

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

Funny how a new idea from the mind of man is innovation, but the observations of a woman are written off as fanciful wonderings of a girl made too idle.

Many of the innovative companies got their best product ideas from customers. That comes from listening, intently and regularly.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

At IDEO we have dedicated rooms for our brainstorming sessions, and the rules are literally written on the walls: Defer judgment. Encourage wild ideas. Stay focused on the topic. The most important of them, I would argue, is "Build on the ideas of others.

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.

T-shaped people " those with a depth of knowledge in at least one discipline and a breadth of knowledge about innovation and entrepreneurship that allows them to work effectively with professionals on other disciplines to bring their ideas to life.

Innovation is a learned organizational capability. You must train people how to innovate and navigate organizational barriers that kill off good ideas before they can be tested.

A genius is someone who can tolerate the discomfort of uncertainty while generating as many ideas as possible.

Before insights arrive, one must undergo an incubation period.

We kind of missed the boat on that," he recalled. " So we needed to catch up real fast." The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it find itself behind.

One of the many innovations of modernism was the new demands it placed on the audience. Music, painting, literature, even architecture, would never again be quite so 'easy' as they had been.

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

Embrace curiosity, be open, playful, and persistent.

Change is inevitable, progress is not.

For you to make your creative work creative, you must seek creativity from the creator.

when one looks at innovation in nature and in culture, environments that build walls around good ideas tend to be less innovative in the long run than more open-ended environments.

An idea that's BOLD is worthless until SOLD!

Innovation arises from cognitive diversity. In productive arguments, opinions are exchanged, ideas are debated and beliefs are challenged. Beneficial arguments make us wiser.

So the conservative who resists change is as valuable as the radical who proposes it -- perhaps as much more as the roots are more vital than grafts. It is good that new ideas should be heard, for the sake of the few that can be used; but it is also good that new ideas should be compelled to go through the mill of objection, opposition, and contumely; this is the trial heat which innovations must survive before being allowed to enter the human race. It is good that the old should resist the young, and that the young should prod the old; out of this tension, as out of the strife of the sexes and the classes, comes a creative tensile strength, a stimulated development, a secret and basic unity and movement of the whole.

Ignore the real world “That would never work in the real world.” You hear it all the time when you tell people about a fresh idea. This real world sounds like an awfully depressing place to live. It’s a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient. Scratch the surface and you’ll find these “real world” inhabitants are filled with pessimism and despair. They expect fresh concepts to fail. They assume society isn’t ready for or capable of change. Even worse, they want to drag others down into their tomb. If you’re hopeful and ambitious, they’ll try to convince you your ideas are impossible. They’ll say you’re wasting your time.

The last thing a chef wants in a line cook is an innovator, somebody with ideas of his own who is going to mess around with the chef's recipes and presentations. Chefs require blind, near-fanatical loyalty, a strong back and an automaton-like consistency of execution under battlefield conditions.

great innovation is built on existing ideas, repurposed with vision.

Daring never goes out of style.

The first is that if you haven’t manufactured the new thing in substantial quantities, you have not innovated;

We have now successfully passed all our deadlines without meeting any of them.

Look for patterns, and then ask why those patterns exist.

The willingness to be a champion for stupid ideas is the key to greater creativity, innovation, fulfillment, inspiration, motivation and success.

Plug into the anti-obvious power of the rebel. Or get those opposing minds to plug into your purpose, to solve your problem, to reimagine your process.

The true parents of creativity are curiosity and necessity.

There probably was a time when the idea of having a toilet inside a house was repulsive.

There falls a shadow, as T. S. Eliot noted, between the conception and the creation. In the annals of innovation, new ideas are only part of the equation. Execution is just as important.

Today, we live in a vastly different world. The person more qualified to lead is not the physically stronger person. It is the more intelligent, the more knowledgeable, the more creative, more innovative. And there are no hormones for those attributes. A man is as likely as a woman to be intelligent, innovative, creative. We have evolved. But our ideas of gender have not evolved very much.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

It may be inferred again that the present movement for women’s rights will certainly prevail from the history of its only opponent, Northern conservatism. This [Northern conservatism] is a party which never conserves anything. Its history has been that it demurs to each aggression of the progressive party, and aims to save its credit by a respectable amount of growling, but always acquiesces at last in the innovation. What was the resisted novelty of yesterday is today one of the accepted principles of conservatism; it is now conservative only in affecting to resist the next innovation, which will tomorrow be forced upon its timidity and will be succeeded by some third revolution; to be denounced and then adopted in its turn. American conservatism is merely the shadow that follows Radicalism as it moves forward towards perdition. It remains behind it, but never retards it, and always advances near its leader. This pretended salt hath utterly lost its savor: wherewith shall it be salted? Its impotency is not hard, indeed, to explain. It is worthless because it is the conservatism of expediency only, and not of sturdy principle. It intends to risk nothing serious for the sake of the truth, and has no idea of being guilty of the folly of martyrdom. It always when about to enter a protest very blandly informs the wild beast whose path it essays to stop, that its “bark is worse than its bite,” and that it only means to save its manners by enacting its decent role of resistance: The only practical purpose which it now subserves in American politics is to give enough exercise to Radicalism to keep it “in wind,” and to prevent its becoming pursy and lazy, from having nothing to whip.

Their findings about who these people are should sound familiar by now: "high tolerance for ambiguity"; "systems thinkers"; "additional technical knowledge from peripheral domains"; "repurposing what is already available"; "adept at using analogous domains for finding inputs to the invention process"; "ability to connect disparate pieces of information in new ways"; "synthesizing information from many different sources"; "they appear to flit among ideas"; "broad range of interests"; "they read more (and more broadly) than other technologists and have a wider range of outside interests"; "need to learn significantly across domains"; "Serial innovators also need to communicate with various individuals with technical expertise outside of their own domain.

What’s the most significant barrier to creativity and innovation? Kevin thought about it for a minute and said, “I don’t know if it has a name, but honestly, it’s the fear of introducing an idea and being ridiculed, laughed at, and belittled.

One way to assess the viability of a business idea is to consider it's ability to be monetized. If something can't be monetized, it ain't a business. And if there's no path to profitability, then it has no worth.

In a recent survey, innovative people — from inventors to scientists, writers to programmers — were asked what techniques they used. Over 70% believed they got their best ideas by exploring areas they were not experts in

The love of new ideas is a myth: we prefer ideas only after others have tested them.

Innovation,” he wrote, “is rarely about a big idea; more usually it’s about a series of small ideas brought together in a new and better way.

Howard H. Aiken, a famous inventor, said, “Don’t worry about people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.”[

Culture is the sum of the values, beliefs and assumptions of human groups.

Before innovation - or practical creativity - there is insight. You must see the world differently.

Sometimes innovation is a matter of timing. A big idea comes along at just the moment when the technology exists to implement it.

The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind.

People don’t invent things on the Internet. They simply expand on an idea that already exists.

Babbage had most of this system sketched out by 1837, but the first true computer to use this programmable architecture didn’t appear for more than a hundred years.

Silicon-based life may be impossible for one other reason: silicon bonds readily dissolve in water.

Markets that don’t exist don’t care how smart you are.

Every revolution is a revolution of ideas-yet to innovate is not reform.

Good innovators typically think very big and they think very small. New ideas are sometimes found in the most granular details of a problem where few others bother to look. And they are sometimes found when you are doing your most abstract and philosophical thinking, considering why the world is the way that it is and whether there might be an alternative to the dominant paradigm. Rarely can they be found in the temperate latitudes between they two spaces, where we spend 99 percent of our lives.

I believe...that to be very poor and very beautiful is most probably a moral failure more than an artistic success. Shakespeare would have done well in any generation because he would have refused to die in a corner; he would have taken the false gods and made them over; he would have taken the current formulae and forced them into something lesser men thought them incapable of. Alive today he would undoubtedly have written and directed motion pictures, plays, and God knows what. Instead of saying, "This medium is not good," he would have used it and made it good. If some people called some his work cheap (which some of it was), he wouldn't have cared a rap, because he would know that without some vulgarity there is no complete man. He would have hated refinement, as such, because it is always a withdrawal, and he was too tough to shrink from anything.

Breakthrough ideas have traditionally been difficult to manage for two reasons: 1) innovative ideas fail far more than they succeed, and 2) innovative ideas are always controversial before they succeed. If everyone could instantly understand them, they wouldn’t be innovative.

People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things we have done. Innovation is saying no to a thousand things.

In the recent US elections, we kept hearing of the Lilly Ledbetter law, and if we go beyond that nicely alliterative name, it was really about this: in the US, a man and a woman are doing the same job, with the same qualifications, and the man is paid more because he is a man. So in a literal way, men rule the world. This made sense—a thousand years ago. Because human beings lived then in a world in which physical strength was the most important attribute for survival; the physically stronger person was more likely to lead. And men in general are physically stronger. (There are of course many exceptions.) Today, we live in a vastly different world. The person more qualified to lead is not the physically stronger person. It is the more intelligent, the more knowledgeable, the more creative, more innovative. And there are no hormones for those attributes. A man is as likely as a woman to be intelligent, innovative, creative. We have evolved. But our ideas of gender have not evolved very much.

You get paid for the seven and a half hours a day you put in here,” Kelly often told new Bell Labs employees in his speech to them on their first day, “but you get your raises and promotions on what you do in the other sixteen and a half hours.

Berners-Lee was supremely lucky in the work environment he had settled into, the Swiss particle physics lab CERN. It took him ten years to nurture his slow hunch about a hypertext information platform.

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea … we

We have a natural tendency to romanticize breakthrough innovations, imagining momentous ideas transcending their surroundings, a gifted mind somehow seeing over the detritus of old ideas and ossified tradition. But ideas are works of bricolage; they’re built out of that detritus.

No original thought still exists. People are original, each one of them. The same ideas that others had before you are waiting for you to bring them back to life in a new way. The part of who you are that is left behind within these old ideas is what makes them original all over again.

Value has to be at the heart of business ideation because the exchange of value is what business is all about.

In many ways, ideation has been the way that businesses cope and survive.

Ideas, well exececuted, have the power to spark revolutionary new ways of being that improve and enrich life.

If you are someone who dislikes, condemns and rejects new ideas, you aren’t fit to lead.

in any company’s greatest achievements one might, with the clarity of hindsight, locate the beginnings of its own demise.

The best way to get a good idea is to get a Lot of ideas. —LINUS PAULING

It is critical to learn how to listen for what is not being said.

A man is likely as a woman to be intelligent, innovative and creative. We have evolved. But our ideas of gender have not evolved very much.

A big idea comes along at just the moment when the technology exists to implement it.

Innovation is about practical creativity - it's about making new ideas useful...

Innovation can start with wanting what does not yet exist - and finding a solution - or seeing what does not yet exist - and finding an opportunity.

As an innovator, you need to be aware of how traditions, habits and bias can act as barriers to accepting new ideas.

Give your idea a chance. You’ll never hit a home run (or a base hit for that matter) if you don’t swing.

It is in the mind of a single person that creative ideas and concepts are born.

Her research suggests a paradoxical truth about innovation: good ideas are more likely to emerge in environments that contain a certain amount of noise and error.

just as energy is the basis of life itself,and ideas the source of innovation,so is innovation the vital spark of all human change,improvement and progress

For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.

Innovation is a by-product of empathy.

The innovator’s mindset can be defined as the belief that the abilities, intelligence, and talents are developed so that they lead to the creation of new and better ideas.

A busy mind is full of thoughts, a blissful mind is full of ideas.

In a gentle way, you can shake the world

Few are willing to put their money, or their jobs, on the line for an unconventional idea.

Unless Lin made the whole thing up - and nobody has said that he did - it suggest that however innovative Obama's speeches and Lin's show might seem, they are, in fact, traditional. They don't reinvent the American character, they renew it. They remind us of something we forgot, something that fell as far out of sight as the posthumously neglected Alexander Hamilton, who spent his life defending one idea above all: "the necessity of Union to the respectability and happiness of this Country." Obama's speeches and Lin's show resonate so powerfully with their audiences because they find eloquent ways to revive Hamilton's revolution, the one that spurred Americans to see themselves and each other as fellow citizens in a sprawling, polyglot, young republic. It's the change in thought and feeling that makes all the other changes possible.

While the Muslim world took delight in innovation, progress and new ideas, much of Christian Europe withered in the gloom, crippled by a lack of resources and a dearth of curiosity.

The psychology of individual creativity is about at least three different things. First, creativity is about thinking differently. Second, creativity is about feeling differently. Third, creativity is about focusing, or committing, differently.

Sometimes I work so long and so hard that I have no idea what day or time it is. I forget to eat. I don't get ready for the day. I fall asleep on the couch and wake up and get back to work.

As all these trends happen, the winners will be those who are able to participate fully in innovation-driven ecosystems by providing new ideas, business models, products and services, rather than those who can offer only low-skilled labour or ordinary capital.

I'm drawn again and again to obsessives. I like them. I like the idea that someone could push away all the concerns and details that make up everyday life and just zero in on one thing - the thing that fits the contours of his or her imagination. Obsessives lead us astray sometimes. Can't see the bigger picture. Serve not just the world's but also their own narrow interests. But I don't think we get progress or innovation or joy or beauty without obsessives.

It is all too often forgotten that the whole point of a city is to bring people together, to facilitate interaction, and thereby to create ideas and wealth, to enhance innovative thinking and encourage entrepreneurship and cultural activity by taking advantage of the extraordinary opportunities that the diversity of a great city offers.

No matter how wonderful an idea may be, the ultimate question is "will the idea be profitable?" If the answer to this question is yes, it's a good idea. If the answer to this question is no, it’s a bad idea.

The ideas which now pass for brilliant innovations and advances are in fact mere revivals of ancient errors, and a further proof of the dictum that those who are ignorant of the past are condemned to repeat it.

Innovation occurs when ripe seeds fall on fertile ground. Instead of having a single cause, the great advances of 1937 came from a combination of capabilities, ideas, and needs that coincided in multiple places.

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern.

We are often better served by connecting ideas than we are by protecting them... Environments that build walls around good ideas tend to be less innovative in the long run than more open-ended environments. Good ideas may not want to be free, but they want to connect, fuse, recombine.... They want to complete each other as much as they want to compete. The single maxim that runs through the book: Where Good Ideas Come From .

As artificial intelligence proliferates, users who intimately understand the nuances, limitations, and abilities of AI tools are uniquely positioned to unlock AI’s full innovative potential. These user innovators are often the source of breakthrough ideas for new products and services.

Like many aspects of the digital age, this idea that innovation resides where art and science connect is not new. Leonardo da Vinci was the exemplar of the creativity that flourishes when the humanities and sciences interact.

It's good to exercise the imagination and fantasize about unique new business ideas and innovations. But ultimately, every idea has to comform to practical application. Sometimes ideas can be willed into existence, and sometimes it's better to comform and try to fit into the status quo. But either way, to be successful in business you have to succeed at practical application.

I'm convinced that the best solutions are often the ones that are counterintuitive - that challenge conventional thinking - and end in breakthroughs. It is always easier to do things the same old way...why change? To fight this, keep your dissatisfaction index high and break with tradition. Don't be too quick to accept the way things are being done. Question whether there's a better way. Very often you will find that once you make this break from the usual way - and incidentally, this is probably the hardest thing to do—and start on a new track your horizon of new thoughts immediately broadens. New ideas flow in like water. Always keep your interests broad - don't let your mind be stunted by a limited view.

People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things I have done. Innovation is saying no to 1,000 things.” –Steve Jobs

Without death there is little innovation. Extinction - death of a species - is part and parcel of evolutionary change. In the absence of this kind of extinction new developments would not prosper. In our own history, periods when ideas have been perpetuated by dogma, preventing the replacement of old by new ideas, have also been times of stultifying stagnation. The Dark Ages in western society were the most static, least innovative of times. So the fact that trilobites were replaced by batches of successive species through their long history was a testimony to their evolutionary vigour.

Ultimately, a culture of levity creates a safe place for employees. When you feel safe and feel like you’re being led through levity versus fear, you’re much more apt to take chances. You’re more likely to try things without worrying about being ridiculed, or ostracized. You’re more willing to innovate—to push new ideas and to push against old ideas.

Don't go through life with a closed mind. Allow innovations and creativity to flow. We should always challenge ourselves to excel in more ways than one. Be open to ideas or suggestions on how to improve. And, the chances of reaching your goals will increase enormously.

The value of an idea lies in the using of it. It's not about ideas, it's about making ideas happen. The mission of innovation is to lead to progress and implemented better ways.

The American mind was shaped in the mold of early modern Protestantism. Religion was the first arena for American intellectual life, and thus the first arena for an anti-intellectual impulse. Anything that seriously diminished the role of rationality and learning in early American religion would later diminish its role in secular culture. The feeling that ideas should above all be made to work, the disdain for doctrine and for refinements in ideas, the subordination of men of ideas to men of emotional power or manipulative skill are hardly innovations of the twentieth century; they are inheritances from American Protestantism.

I still observe executives exhibiting the same lack of courage or knowledge that undercut previous waves of innovation. They declare that they want more innovation but then ask, ‘Who else is doing it?’ They claim to seek new ideas but shoot down every one brought to them.

And yes—scholars might care about the innovative brushwork and use of light, the historical influence and the unique significance in Dutch art. But not me. As my mother said all those years ago, my mother who loved the painting only from seeing it in a book she borrowed from the Comanche County Library as a child: the significance doesn’t matter. The historical significance deadens it. Across those unbridgeable distances—between bird and painter, painting and viewer—I hear only too well what’s being said to me, a psst from an alleyway as Hobie put it, across four hundred years of time, and it’s really very personal and specific. It’s there in the light-rinsed atmosphere, the brush strokes he permits us to see, up close, for exactly what they are—hand worked flashes of pigment, the very passage of the bristles visible—and then, at a distance, the miracle, or the joke as Horst called it, although really it’s both, the slide of transubstantiation where paint is paint and yet also feather and bone. It’s the place where reality strikes the ideal, where a joke becomes serious and anything serious is a joke. The magic point where every idea and its opposite are equally true.

The Enlightenment may have made its most lasting impact in the way we live and think today through its social history. Our institutions and laws, our conception of the state, and our political sensitivity all stem from Enlightenment ideas… Remarkably enough, at the center of these ideas stands the age-old concept of natural law. Much if the Enlightenment’s innovation in in political theory may be traced to a change in the interpretation of that concept.

First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses. This was true of every era of creative ferment. The Scientific Revolution, the Enlightenment, and the Industrial Revolution all had their institutions for collaborative work and their networks for sharing ideas.

We all know, however, that the enormous weight of tradition, habit, and custom that occupies the greater part of our brain bears down pitilessly on the more brilliant and innovative ideas of which the remaining part is capable, and although it is true that, in some cases, this weight can balance the excesses and extravagances of the imagination that would lead us God knows where were they given free rein, it is equally true that it often has a way of subtly submitting what we believed to be our free will to unconscious tropisms, like a plant that does not know why it will always have to lean toward the side from which the light comes.

Scientists and inventors alike, they first guess a new explanation—a hypothesis—as wild and innovative as they can conjure. And then they test it rigorously, their hearts filled with the hope they’ll find a door or a window that reframes their understanding of the universe, of life, of a flower, or a cure for cancer. And it all starts with a guess, a good explanation as unlikely as it is plausible. A story at the knife’s edge of innovation, bleeding truth and pushing the limits of knowledge further afield. That impossibly sharp place where dreams and reality converge. A hard-to-vary idea as powerful as the one that broke Einstein’s General Relativity and his assumption that the laws of nature don’t depend on the motion of an observer.

If you’ve managed to keep a creature in your fridge for longer than most Americans remain married, you probably know a thing or two about it. Tardigrades are found on every continent and at nearly all elevations: in deep-sea trenches, burbling hot springs, forest canopies, and desert dunes.

The “guy” says, “I’ve got ten years’ experience. I don’t know why I’m not doing better.” What he hasn’t realized is that he doesn’t have ten years’ experience. What he has is one year’s experience repeated ten times. He hasn’t made a single improvement, a single innovation in nine years! Everybody

Real innovation comes not from top-down pronouncements and narrowly defined tasks. It comes from hiring innovators focused on the big picture who can orient themselves within a problem and solve it without having their hand held the whole time. We call it being loosely coupled but tightly aligned.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

The second analog-era mechanism that encourages serendipity involves the physical limitations of the print newspaper, which forces you to pass by a collection of artfully curated stories on a variety of topics before you open up the section that most closely matches your existing passions and knowledge.

. The whole idea of heaven and hell is a perfect illustration of just how the core of Christian doctrine is antithetical to reason, rationality and even life. It elevates ignorance and non-productivity and suppresses creative and innovative thought. One competent scientist is worth more than a thousand evangelists.

Where was innovation to come from? We have argued that innovation comes from new people with new ideas, developing new solutions to old problems. In Rome the people doing the producing were slaves and, later, semi-servile coloni with few incentives to innovate, since it was their masters, not they, who stood to benefit from any innovation. As we will see many times in this book, economies based on the repression of labor and systems such as slavery and serfdom are notoriously noninnovative. This is true from the ancient world to the modern era. In the United States, for example, the northern states took part in the Industrial Revolution, not the South. Of course slavery and serfdom created huge wealth for those who owned the slaves and controlled the serfs, but it did not create technological innovation or prosperity for society. N

The Greeks were so committed to ideas as supernatural forces that they created an entire group of goddesses (not one but nine) to represent creative power; the opening lines of both The Iliad and The Odyssey begin with calls to them. These nine goddesses, or muses, were the recipients of prayers from writers, engineers, and musicians. Even the great minds of the time, like Socrates and Plato, built shrines and visited temples dedicated to their particular muse (or muses, for those who hedged their bets). Right now, under our very secular noses, we honor these beliefs in our language, as the etymology of words like museum ("place of the muses") and music ("art of the muses") come from the Greek heritage of ideas as superhuman forces.

After all, why is it that we can so readily imagine growing heart cells in a lab, but not growing empathy for other human beings in our everyday lives? For many, the idea that we can defy politics as usual and channel human ingenuity towards more egalitarian forms of social organization is far-fetched. Our collective imaginations tend to shrink when confronted with entrenched inequality and injustice when what we need is just as much investment and innovation in our social reality as we pour into transforming our material lives.

It was the ideas of the classical economists that removed the checks imposed by age-old laws, customs, and prejudices upon technological improvement and freed the genius of reformers and innovators from the straitjackets) of the guilds, government tutelage, and social pressure of various kinds. It was they that reduced the prestige of conquerors and expropriators and demonstrated the social benefits derived from business activity.

Mauchly and Eckert should be at the top of the list of people who deserve credit for inventing the computer, not because the ideas were all their own but because they had the ability to draw ideas from multiple sources, add their own innovations, execute their vision by building a competent team, and have the most influence on the course of subsequent developments. The machine they built was the first general-purpose electronic computer.

If you go back and look at the historical record, it turns out that a lot of important ideas have very long incubation periods. I call this the ‘slow hunch.’ We’ve heard a lot recently about hunch and instinct and blink-like sudden moments of clarity, but in fact, a lot of great ideas linger on, sometimes for decades, in the back of people’s minds. They have a feeling that there’s an interesting problem, but they don’t quite have the tools yet to discover them.” Solving the problem means being in the right place at the right time—available to the propitious moment, the kairos. Perhaps counterintuitively, protecting what is left of this flow from the pressing obligation of new choices gives us a leg up on innovation.

Our fine arts were developed, their types and uses were established, in times very different from the present, by men whose power of action upon things was insignificant in comparison with ours. But the amazing growth of our techniques, the adaptability and precision they have attained, the ideas and habits they are creating, make it a certainty that profound changes are impending in the ancient craft of the Beautiful. In all the arts there is a physical component which can no longer be considered or treated as it used to be, which cannot remain unaffected by our modern knowledge and power. For the last twenty years neither matter nor space nor time has been what it was from time immemorial. We must expect great innovations to transform the entire technique of the arts, thereby affecting artistic invention itself and perhaps even bringing about an amazing change in our very notion of art.

The sacrificial part of the Greek religion had to do with submitting to the wild chaotic world beyond one’s own will; getting used to the idea that your rational plans will be knocked around by larger forces. The ecstatic-ritual part of ancient Greek religion was a kind of throwing oneself into the chaos, not pitting your rationality against the tempestuous world, but rather leaving your rationality on the shore, letting the waves toss you about, and coming to identify with the waves, with the storm, with the weather.

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. —

We long for experiences “of profound connection with others,” he writes, “of deep understanding of natural phenomena, of love, of being profoundly moved by music or tragedy, or doing something new and innovative.” Just as important, we long for esteem and pride, “a self that happiness is a fitting response to.” Implicit in Nozick’s experiment is the idea that happiness should be a by-product, not a goal. Many of the ancient Greeks believed the same. To Aristotle, eudaimonia (roughly translated as “flourishing”) meant doing something productive. Happiness could only be achieved through exploiting our strengths and our potential. To be happy, one must do, not just feel.

4. Effective innovations start small. They are not grandiose. They try to do one specific thing. It may be to enable a moving vehicle to draw electric power while it runs along rails – the innovation that made possible the electric streetcar. Or it may be as elementary as putting the same number of matches into a matchbox (it used to be fifty), which made possible the automatic filling of matchboxes and gave the Swedish originators of the idea a world monopoly on matches for almost half a century. Grandiose ideas, plans that aim at ‘revolutionizing an industry’, are unlikely to work.

We have a “fast-food mentality” that expects an instant return on our investment of time, attention, and effort, a return that is concrete and clear. We are so comfortable charging forward and succeeding through our aggression and innovation that the idea of patience can seem contrary to our instincts.

So the conservative who resists change is as valuable as the radical who proposes it—perhaps as much more valuable as roots are more vital than grafts. It is good that new ideas should be heard, for the sake of the few that can be used; but it is also good that new ideas should be compelled to go through the mill of objection, opposition, and contumely; this is the trial heat which innovations must survive before being allowed to enter the human race.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

While tracking trends can be a useful tool in dealing with the unpredictable future, market research can be more of a problem than a help. Research does best at measuring the past. New ideas and concepts are almost impossible to measure. No one has a frame of reference. People don’t know what they will do until they face an actual decision. The classic example is the research conducted before Xerox introduced the plain-paper copier. What came back was the conclusion that no one would pay five cents for a plain-paper copy when they could get a Thermofax copy for a cent and a half. Xerox ignored the research, and the rest is history.

Scientific breakthroughs, as we just learned, require that you first get to the cutting edge of your field. Only then can you see the adjacent possible beyond, the space where innovative ideas are almost always discovered. Here’s the leap I made as I pondered Pardis Sabeti around the same time I was pondering Johnson’s theory of innovation: A good career mission is similar to a scientific breakthrough—it’s an innovation waiting to be discovered in the adjacent possible of your field. If you want to identify a mission for your working life, therefore, you must first get to the cutting edge—the only place where these missions become visible.

You have to free your brain to roam to places that are a little impractical, and innovation consultants have come up with some great ways to encourage that. One of my favorites comes from Legrand, who tells people in group brainstorming sessions to try to come up with the WORST possible ideas that they can think of. ... Once you have a list of really, really bad suggestions - and coming up with them does force your brain to work in a different way - you try to flip them over into the positive.

The commercialization of molecular biology is the most stunning ethical event in the history of science, and it has happened with astonishing speed. For four hundred years since Galileo, science has always proceeded as a free and open inquiry into the workings of nature. Scientists have always ignored national boundaries, holding themselves above the transitory concerns of politics and even wars. Scientists have always rebelled against secrecy in research, and have even frowned on the idea of patenting their discoveries, seeing themselves as working to the benefit of all mankind. And for many generations, the discoveries of scientists did indeed have a peculiarly selfless quality... Suddenly it seemed as if everyone wanted to become rich. New companies were announced almost weekly, and scientists flocked to exploit genetic research... It is necessary to emphasize how significant this shift in attitude actually was. In the past, pure scientists took a snobbish view of business. They saw the pursuit of money as intellectually uninteresting, suited only to shopkeepers. And to do research for industry, even at the prestigious Bell or IBM labs, was only for those who couldn't get a university appointment. Thus the attitude of pure scientists was fundamentally critical toward the work of applied scientists, and to industry in general. Their long-standing antagonism kept university scientists free of contaminating industry ties, and whenever debate arose about technological matters, disinterested scientists were available to discuss the issues at the highest levels. But that is no longer true. There are very few molecular biologists and very few research institutions without commercial affiliations. The old days are gone. Genetic research continues, at a more furious pace than ever. But it is done in secret, and in haste, and for profit.

It’s important to remember something: California is not a state built on moderation. We invented motion pictures. We made an electric sports car. We’re both the brain (Silicon Valley) and the heart (Hollywood, alas) of this great nation, and meanwhile we grow everyone’s strawberries. We’re open to innovation. We’re open to new ideas. We’re open to odd couples—and to strays from all parts of the world. Look at our last governor: an Austrian body builder and son of a Nazi married to John F. Kennedy’s niece. Anything can happen.

Because complex animals can evolve their behavior rapidly. Changes can occur very quickly. Human beings are transforming the planet, and nobody knows whether it’s a dangerous development or not. So these behavioral processes can happen faster than we usually think evolution occurs. In ten thousand years human beings have gone from hunting to farming to cities to cyberspace. Behavior is screaming forward, and it might be nonadaptive. Nobody knows. Although personally, I think cyberspace means the end of our species.” “Yes? Why is that?” “Because it means the end of innovation,” Malcolm said. “This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they’ll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behavior. We innovate new behavior to adapt. And everybody on earth knows that innovation only occurs in small groups. Put three people on a committee and they may get something done. Ten people, and it gets harder. Thirty people, and nothing happens. Thirty million, it becomes impossible. That’s the effect of mass media—it keeps anything from happening. Mass media swamps diversity. It makes every place the same. Bangkok or Tokyo or London: there’s a McDonald’s on one corner, a Benetton on another, a Gap across the street. Regional differences vanish. All differences vanish. In a mass-media world, there’s less of everything except the top ten books, records, movies, ideas. People worry about losing species diversity in the rain forest. But what about intellectual diversity—our most necessary resource? That’s disappearing faster than trees. But we haven’t figured that out, so now we’re planning to put five billion people together in cyberspace. And it’ll freeze the entire species. Everything will stop dead in its tracks. Everyone will think the same thing at the same time. Global uniformity. Oh, that hurts. Are you done?” “Almost,” Harding said. “Hang on.” “And believe me, it’ll be fast. If you map complex systems on a fitness landscape, you find the behavior can move so fast that fitness can drop precipitously. It doesn’t require asteroids or diseases or anything else. It’s just behavior that suddenly emerges, and turns out to be fatal to the creatures that do it. My idea was that dinosaurs—being complex creatures—might have undergone some of these behavioral changes. And that led to their extinction.

Innovation liberalism is "a liberalism of the rich," to use the straightforward phrase of local labor leader Harris Gruman. This doctrine has no patience with the idea that everyone should share in society's wealth. What Massachusetts liberals pine for, by and large, is a more perfect meritocracy--a system where everyone gets an equal chance and the truly talented get to rise. Once that requirement is satisfied--once diversity has been achieved and the brilliant people of all races and genders have been identified and credentialed--this species of liberal can't really conceive of any further grievance against the system. The demands of ordinary working-class people, Gruman says, are unpersuasive to them: "Janitors, fast-food servers home care or child care providers--most of whom are women and people of color--they don't have college degrees." And if you don't have a college degree in Boston--brother, you've got no one to blame but yourself.

And everybody on earth knows that innovation only occurs in small groups. Put three people on a committee and they may get something done. Ten people, and it gets harder. Thirty people, and nothing happens. Thirty million, it becomes impossible. That’s the effect of mass media—it keeps anything from happening. Mass media swamps diversity. It makes every place the same. Bangkok or Tokyo or London: there’s a McDonald’s on one corner, a Benetton on another, a Gap across the street. Regional differences vanish. All differences vanish. In a mass-media world, there’s less of everything except the top ten books, records, movies, ideas. People worry about losing species diversity in the rain forest. But what about intellectual diversity—our most necessary resource? That’s disappearing faster than trees.

New situations, however, do arise, requiring novel, unstereotyped responses; hence development, in the higher organisms, requires a capacity for experiment and innovation—the social correlates of variation and mutation. Social evolution is an interplay of custom with origination. Here the initiative individual—the “great man,” the “hero,” the “genius”—regains his place as a formative force in history. He is not quite the god that Carlyle described; he grows out of his time and land, and is the product and symbol of events as well as their agent and voice; without some situation requiring a new response his new ideas would be untimely and impracticable

Darwin’s world-changing idea unfolded inside his brain, but think of all the environments and tools he needed to piece it together: a ship, an archipelago, a notebook, a library, a coral reef. Our thought shapes the spaces we inhabit, and our spaces return the favor. The argument of this book is that a series of shared properties and patterns recur again and again in unusually fertile environments. I have distilled them down into seven patterns, each one occupying a separate chapter. The more we embrace these patterns—in our private work habits and hobbies, in our office environments, in the design of new software tools—the better we will be at tapping our extraordinary capacity for innovative thinking. 3

Although the view that, once discovered, ideas can be imitated for free by anybody is pervasive, it is far from the truth. While it may occasionally be the case that an idea is acquired at no cost—ideas are generally difficult to communicate, and the resources for doing so are limited. It is rather ironic that a group of economists, who are also college professors and earn a substantial living teaching old ideas because their transmission is neither simple nor cheap, would argue otherwise in their scientific work. Most of the times imitation requires effort and, what is more important, imitation requires purchasing either some products or some teaching services from the original innovator, meaning that most spillovers are priced.

Changes can occur very quickly. Human beings are transforming the planet, and nobody knows whether it’s a dangerous development or not. So these behavioral processes can happen faster than we usually think evolution occurs. In ten thousand years human beings have gone from hunting to farming to cities to cyberspace. Behavior is screaming forward, and it might be nonadaptive. Nobody knows. Although personally, I think cyberspace means the end of our species.” “Yes? Why is that?” “Because it means the end of innovation,” Malcolm said. “This idea that the whole world is wired together is mass death. Every biologist knows that small groups in isolation evolve fastest. You put a thousand birds on an ocean island and they’ll evolve very fast. You put ten thousand on a big continent, and their evolution slows down. Now, for our own species, evolution occurs mostly through our behavior. We innovate new behavior to adapt. And everybody on earth knows that innovation only occurs in small groups.

Though the ones who had come before them had slowly developed and improved various implements and tools, the people like Jondalar and Ayla were the first to imagine and innovate to such an extravagant degree. Their brains could make abstractions easily. They were capable of conceiving of an idea and planning how to implement it. Beginning with simple objects that utilized advanced principles that were intuitively understood, they drew conclusions and applied them in other circumstances. They did more than invent usable tools, they invented science. And from the same wellspring of creativity, utilizing that same power to abstract, they were the first people to see the world around them in symbolic form, to extract its essence and reproduce it; they originated art.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations.

The Industrial Revolution was based on two grand concepts that were profound in their simplicity. Innovators came up with ways to simplify endeavors by breaking them into easy, small tasks that could be accomplished on assembly lines. Then, beginning in the textile industry, inventors found ways to mechanize steps so that they could be performed by machines, many of them powered by steam engines. Babbage, building on ideas from Pascal and Leibniz, tried to apply these two processes to the production of computations, creating a mechanical precursor to the modern computer. His most significant conceptual leap was that such machines did not have to be set to do only one process, but instead could be programmed and reprogrammed through the use of punch cards. Ada saw the beauty and significance of that enchanting notion, and she also described an even more exciting idea that derived from it: such machines could process not only numbers but anything that could be notated in symbols.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

All this attempt to control... We are talking about Western attitudes that are five hundred years old... The basic idea of science - that there was a new way to look at reality, that it was objective, that it did not depend on your beliefs or your nationality, that it was rational - that idea was fresh and exciting back then. It offered promise and hope for the future, and it swept away the old medieval system, which was hundreds of years old. The medieval world of feudal politics and religious dogma and hateful superstitions fell before science. But, in truth, this was because the medieval world didn't really work any more. It didn't work economically, it didn't work intellectually, and it didn't fit the new world that was emerging... But now... science is the belief system that is hundreds of years old. And, like the medieval system before it, science is starting to not fit the world any more. Science has attained so much power that its practical limits begin to be apparent. Largely through science, billions of us live in one small world, densely packed and intercommunicating. But science cannot help us decide what to do with that world, or how to live. Science can make a nuclear reactor, but it can not tell us not to build it. Science can make pesticide, but cannot tell us not to use it. And our world starts to seem polluted in fundamental ways - air, and water, and land - because of ungovernable science... At the same time, the great intellectual justification of science has vanished. Ever since Newton and Descartes, science has explicitly offered us the vision of total control. Science has claimed the power to eventually control everything, through its understanding of natural laws. But in the twentieth century, that claim has been shattered beyond repair. First, Heisenberg's uncertainty principle set limits on what we could know about the subatomic world. Oh well, we say. None of us lives in a subatomic world. It doesn't make any practical difference as we go through our lives. Then Godel's theorem set similar limits to mathematics, the formal language of science. Mathematicians used to think that their language had some inherent trueness that derived from the laws of logic. Now we know what we call 'reason' is just an arbitrary game. It's not special, in the way we thought it was. And now chaos theory proves that unpredictability is built into our daily lives. It is as mundane as the rain storms we cannot predict. And so the grand vision of science, hundreds of years old - the dream of total control - has died, in our century. And with it much of the justification, the rationale for science to do what it does. And for us to listen to it. Science has always said that it may not know everything now but it will know, eventually. But now we see that isn't true. It is an idle boast. As foolish, and misguided, as the child who jumps off a building because he believes he can fly... We are witnessing the end of the scientific era. Science, like other outmoded systems, is destroying itself. As it gains in power, it proves itself incapable of handling the power. Because things are going very fast now... it will be in everyone's hands. It will be in kits for backyard gardeners. Experiments for schoolchildren. Cheap labs for terrorists and dictators. And that will force everyone to ask the same question - What should I do with my power? - which is the very question science says it cannot answer.

A society that values order above all else will seek to suppress curiosity. But a society that believes in progress, innovation and creativity will cultivate it, recognising that the enquiring minds of its people constitute its most valuable asset. In medieval Europe, the enquiring mind – especially if it enquired too closely into the edicts of Church or state – was stigmatised. During the Renaissance and Reformation, received wisdoms began to be interrogated, and by the time of the Enlightenment, European societies started to see that their future lay with the curious, and encouraged probing questions rather than stamping on them. The result was the biggest explosion of new ideas and scientific advances in history. The great unlocking of curiosity translated into a cascade of prosperity for the nations that precipitated it. Today, we cannot know for sure if we are in the middle of this golden period or at the end of it. But we are, at the very least, in a lull. With the important exception of the internet, the innovations that catapulted Western societies ahead of the global pack are thin on the ground, while the rapid growth of Asian and South American economies has not yet been accompanied by a comparable run of indigenous innovation. Tyler Cowen, a professor of economics at George Mason University in Virginia, has termed the current period ‘the great stagnation’.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

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.

As glitch feminists, this is our politic: we refuse to be hewn to the hegemonic line of a binary body. This calculated failure prompts the violent socio-cultural machine to hiccup, sigh, shudder, buffer. We want a new framework and for this framework, we want new skin. The digital world provides a potential space where this can play out. Through the digital, we make new worlds and dare to modify our own. Through the digital, the body 'in glitch' finds its genesis. Embracing the glitch is therefore a participatory action that challenges the status quo. It creates a homeland for those traversing the complex channels of gender's diaspora. The glitch is for those selves joyfully immersed in the in-between, those who have traveled away from their assigned site of gendered origin. The ongoing presence of the glitch generates a welcome and protected space in which to innovate and experiment. Glitch feminism demands an occupation of the digital as a means of world-building. It allows us to seize the opportunity to generate new ideas and resources for the ongoing (r)evolution of bodies that can inevitably move and shift faster than AFK mores or the societies that produce them under which we are forced to operate offline.

Of course, the champions of totalitarianism protest that what they want to abolish is "only economic freedom" and that all "other freedoms" will remain untouched. But freedom is indivisible. The distinction between an economic sphere of human life and activity and a noneconomic sphere is the worst of their fallacies. If an omnipotent authority has the power to assign to every individual the tasks he has to perform, nothing that can be called freedom and autonomy is left to him. He has only the choice between strict obedience and death by starvation.1 Committees of experts may be called to advise the planning authority whether or not a young man should be given the opportunity to prepare himself for and to work in an intellectual or artistic field. But such an arrangement can merely rear disciples committed to the parrotIike repetition of the ideas of the preceding generation. It would bar innovators who disagree with the accepted ways of thought. No innovation would ever have been accomplished if its originator had been in need of an authorization by those from whose doctrines and methods he wanted to deviate. Hegel would not have ordained Schopenhauer or Feuerbach, nor would Professor Rau have ordained Marx or Carl Menger. If the supreme planning board is ultimately to determine which books are to be printed, who is to experiment in the laboratories and who is to paint or to sculpture, and which alterations in technological methods should be undertaken, there will be neither improvement nor progress. Individual man will become a pawn in the hands of the rulers, who in their "social engineering" will handle him as engineers handle the stuff of which they construct buildings, bridges, and machines. In every sphere of human activity an innovation is a challenge not only to ali routinists and to the experts and practitioners of traditional methods but even more to those who have in the past themselves been innovators. It meets at the beginning chiefly stubborn opposition. Such obstacles can be overcome in a society where there is economic freedom. They are insurmountable in a socialist system.

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

Two centuries ago, the United States settled into a permanent political order, after fourteen years of violence and heated debate. Two centuries ago, France fell into ruinous disorder that ran its course for twenty-four years. In both countries there resounded much ardent talk of rights--rights natural, rights prescriptive. . . . [F]anatic ideology had begun to rage within France, so that not one of the liberties guaranteed by the Declaration of the Rights of Man could be enjoyed by France's citizens. One thinks of the words of Dostoievski: "To begin with unlimited liberty is to end with unlimited despotism." . . . In striking contrast, the twenty-two senators and fifty-nine representatives who during the summer of 1789 debated the proposed seventeen amendments to the Constitution were men of much experience in representative government, experience acquired within the governments of their several states or, before 1776, in colonial assembles and in the practice of the law. Many had served in the army during the Revolution. They decidedly were political realists, aware of how difficult it is to govern men's passions and self-interest. . . . Among most of them, the term democracy was suspect. The War of Independence had sufficed them by way of revolution. . . . The purpose of law, they knew, is to keep the peace. To that end, compromises must be made among interests and among states. Both Federalists and Anti-Federalists ranked historical experience higher than novel theory. They suffered from no itch to alter American society radically; they went for sound security. The amendments constituting what is called the Bill of Rights were not innovations, but rather restatements of principles at law long observed in Britain and in the thirteen colonies. . . . The Americans who approved the first ten amendments to their Constitution were no ideologues. Neither Voltaire nor Rousseau had any substantial following among them. Their political ideas, with few exceptions, were those of English Whigs. The typical textbook in American history used to inform us that Americans of the colonial years and the Revolutionary and Constitutional eras were ardent disciples of John Locke. This notion was the work of Charles A. Beard and Vernon L. Parrington, chiefly. It fitted well enough their liberal convictions, but . . . it has the disadvantage of being erroneous. . . . They had no set of philosophes inflicted upon them. Their morals they took, most of them, from the King James Bible and the Book of Common Prayer. Their Bill of Rights made no reference whatever to political abstractions; the Constitution itself is perfectly innocent of speculative or theoretical political arguments, so far as its text is concerned. John Dickinson, James Madison, James Wilson, Alexander Hamilton, George Mason, and other thoughtful delegates to the Convention in 1787 knew something of political theory, but they did not put political abstractions into the text of the Constitution. . . . Probably most members of the First Congress, being Christian communicants of one persuasion or another, would have been dubious about the doctrine that every man should freely indulge himself in whatever is not specifically prohibited by positive law and that the state should restrain only those actions patently "hurtful to society." Nor did Congress then find it necessary or desirable to justify civil liberties by an appeal to a rather vague concept of natural law . . . . Two centuries later, the provisions of the Bill of Rights endure--if sometimes strangely interpreted. Americans have known liberty under law, ordered liberty, for more than two centuries, while states that have embraced the Declaration of the Rights of Man and of the Citizen, with its pompous abstractions, have paid the penalty in blood.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

When I was growing up it was still acceptable—not to me but in social terms—to say that one was not interested in science and did not see the point in bothering with it. This is no longer the case. Let me be clear. I am not promoting the idea that all young people should grow up to be scientists. I do not see that as an ideal situation, as the world needs people with a wide variety of skills. But I am advocating that all young people should be familiar with and confident around scientific subjects, whatever they choose to do. They need to be scientifically literate, and inspired to engage with developments in science and technology in order to learn more. A world where only a tiny super-elite are capable of understanding advanced science and technology and its applications would be, to my mind, a dangerous and limited one. I seriously doubt whether long-range beneficial projects such as cleaning up the oceans or curing diseases in the developing world would be given priority. Worse, we could find that technology is used against us and that we might have no power to stop it. I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.