Market Disruption Quotes

Disruptive technologies typically enable new markets to emerge.

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

Master communicators listen to understand what people are saying, know how to use storytelling as a means of persuasion, and generate a gravitational pull towards their brands and offerings.

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

Storytelling sells a vision of the future.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

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

there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even

pragmatists are more interested in the market’s response to a product than in the product itself. What

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

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

These are the bozos. They are graspers and self-promoters, shameless resume padders, people who describe themselves as “product marketing professionals,” “growth hackers,” “creative rockstar interns,” and “public speakers.

If we think in term of months, we had probably focus on immediate problems such as the turmoil in the Middle East, the refugee crisis in Europe and the slowing of the Chinese economy. If we think in terms of decades, then global warming, growing inequality and the disruption of the job market loom large. Yet if we take the really grand view of life, all other problems and developments are overshadowed by three interlinked processes: 1.​Science is converging on an all-encompassing dogma, which says that organisms are algorithms and life is data processing. 2.​Intelligence is decoupling from consciousness. 3.​Non-conscious but highly intelligent algorithms may soon know us better than we know ourselves. These three processes raise three key questions, which I hope will stick in your mind long after you have finished this book: 1.​Are organisms really just algorithms, and is life really just data processing? 2.​What’s more valuable – intelligence or consciousness? 3.​What will happen to society, politics and daily life when non-conscious but highly intelligent algorithms know us better than we know ourselves?

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

This material focuses primarily on marketing, because that is where the leadership must come from,

Entering the mainstream market is an act of burglary, of breaking and entering, of deception, often even of stealth.

Chasm crossing is not the end, but rather the beginning, of mainstream market development.

In the half-century 1879–1929, Western societies developed into close-knit units, in which powerful disruptive strains were latent. The more immediate source of this development was the impaired self-regulation of market economy. Since society was made to conform to the needs of the market mechanism, imperfections in the functioning of that mechanism created cumulative strains in the body social. Impaired self-regulation was an effect of protectionism.

California is a bad influence.

Positioning is the single largest influence on the buying decision.

In a noisy and disruptive era, no one owes you their attention

the company may be saying “state-of-the-art” when the pragmatist wants to hear “industry standard.

you get installed by the pragmatists as the leader, and from then on, they conspire to help keep you there.

Invention is a blended cocktail. Innovation is selling the recipe.

How can you offer valuable solutions in new formats and models?

What business do I need to be in? What technologies are coming that are going to disrupt my industry? How can I take advantage of the coming changes in technology rather than fight them?

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

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. —

They must be plans for learning rather than plans for implementation. By approaching a disruptive business with the mindset that they can’t know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed.

In today’s saturated marketplace, you’ll go nowhere selling a “bunch of features.” We are in the business of disrupting the market with brands that matter.

One of the most important lessons about crossing the chasm is that the task ultimately requires achieving an unusual degree of company unity during the crossing period.

Love and hate come from the same place: expectations. If

Big enough to matter, small enough to lead, good fit with your crown jewels. If

customers often bend over backward to give market share leaders second and third chances, bringing cries of anguish from their competitors who would never be granted such grace.

Everyone loves the idea of "disruption" in business, but no one likes it when it happens to them.

As stakeholders run for the exits, market value is destroyed, and with it the flexibility to make strategic decisions.

great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses

When we consider the world from an asexual lens rather than from the position of any particular sexual identity, we can better apprehend how heterosexuality and, to a far lesser extent, LGBTQI identities have been co-opted as the basis of markets of goods that must be consumed. Consumption of particular products becomes the basis of being considered sexual or sexy.

Nothing is more unpopular today than the free market economy, i.e., capitalism. Everything that is considered unsatisfactory in present-day conditions is charged to capitalism. The atheists make capitalism responsible for the survival of Christianity. But the papal encyclicals blame capitalism for the spread of irreligion and the sins of our contemporaries, and the Protestant churches and sects are no less vigorous in their indictment of capitalist greed. Friends of peace consider our wars as an offshoot of capitalist imperialism. But the adamant nationalist warmongers of Germany and Italy indicted capitalism for its "bourgeois" pacifism, contrary to human nature and to the inescapable laws of history. Sermonizers accuse capitalism of disrupting the family and fostering licentiousness. But the "progressives" blame capitalism for the preservation of allegedly outdated rules of sexual restraint. Almost all men agree that poverty is an outcome of capitalism. On the other hand many deplore the fact that capitalism, in catering lavishly to the wishes of people intent upon getting more amenities and a better living, promotes a crass materialism. These contradictory accusations of capitalism cancel one another. But the fact remains that there are few people left who would not condemn capitalism altogether.

Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use. There

Surround your disruptive core product, the thing that got you to the dance, with a whole product that solves for the target customer’s problem end to end. That will keep you on the dance floor for a long time to come. The

The company failed because its managers were unable to recognize that there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even when the company name on the check reads the same. Thus, at a time of greatest peril, when the company was just entering the chasm, its leaders held high expectations rather than modest ones, and spent heavily in expansion projects rather than husbanding resources.

The only suitable reference for an early majority customer, it turns out, is another member of the early majority, but no upstanding member of the early majority will buy without first having consulted with several suitable references.

the key to getting beyond the enthusiasts and winning over a visionary is to show that the new technology enables some strategic leap forward, something never before possible, which has an intrinsic value and appeal to the nontechnologist.

Will flash cards invade the disk drive makers’ core markets and supplant magnetic memory? If they do, what will happen to the disk drive makers? Will they stay atop their markets, catching this new technological wave? Or will they be driven out?

It was the task of industrial society to destroy all of that. All that "community" implies -- self-sufficiency, mutual aid, morality in the marketplace, stubborn tradition, regulation by custom, organic knowledge instead of mechanistic science -- had to be steadily and systematically disrupted and displaced. All of the practices that kept the individual from being a consumer had to be done away with so that the cogs and wheels of an unfettered machine called "the economy" could operate without interference, influenced merely by invisible hands and inevitable balances and all the rest of that benevolent free-market system guided by what Cobbett called, his lip curled toward Hume and James Steuart and Adam Smith, "Scotch Feelosophy.

The vast majority of entrepreneurial ventures did not steal their customers from any established business, but rather brought new people into a market. Optimism, innovation, and inclusion are the buzzwords of those who expand markets. Disruption deserves to be disrupted.

Internet is special because it’s a powerful enabler of disruptive innovation – defined as ‘a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves ‘up market’, eventually displacing established competitors’.

Visionaries are that rare breed of people who have the insight to match up an emerging technology to a strategic opportunity, the temperament to translate that insight into a high-visibility, high-risk project, and the charisma to get the rest of their organization to buy into that project. They are the early adopters of high-tech products.

You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.

While there are reasons to be sceptical about the predicted technological dystopia that has prompted many high-tech plutocrats to come out in support of basic income, this may nevertheless be a strong factor in mobilizing public pressure and political action. Whether jobs are going to dry up or not, the march of the robots is undoubtedly accentuating insecurity and inequality. A basic income or social dividend system would provide at least a partial antidote to that, as more commentators now recognize.6 For example, Klaus Schwab, founder and executive chairman of the World Economic Forum and author of The Fourth Industrial Revolution, has described basic income as a ‘plausible’ response to labour market disruption.7

First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies. By and large, a disruptive technology is initially embraced by the least profitable customers in a market. Hence, most companies with a practiced discipline of listening to their best customers and identifying new products that promise greater profitability and growth are rarely able to build a case for investing in disruptive technologies until it is too late.

we are left with a stark choice: allow climate disruption to change everything about our world, or change pretty much everything about our economy to avoid that fate. But we need to be very clear: because of our decades of collective denial, no gradual, incremental options are now available to us. ”(…) That’s tough for a lot of people in important positions to accept, since it challenges something that might be even more powerful than capitalism, and that is the fetish of centrism—of reasonableness, seriousness, splitting the difference, and generally not getting overly excited about anything. This is the habit of thought that truly rules our era, far more among the liberals who concern themselves with matters of climate policy than among conservatives, many of whom simply deny the existence of the crisis. Climate change presents a profound challenge to this cautious centrism because half measures won’t cut it. (…) The challenge, then, is not simply that we need to spend a lot of money and change a lot of policies; it’s that we need to think differently, radically differently, for those changes to be remotely possible. Right now, the triumph of market logic, with its ethos of domination and fierce competition, is paralyzing almost all serious efforts to respond to climate change. (…) It seems to me that our problem has a lot less to do with the mechanics of solar power than the politics of human power—specifically whether there can be a shift in who wields it, a shift away from corporations and toward communities,

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.

the less successful product is often arguably superior. Not content to slink off the stage without some revenge, this sullen and resentful crew casts about among themselves to find a scapegoat, and whom do they light upon? With unfailing consistency and unerring accuracy, all fingers point to—the vice president of marketing. It is marketing’s fault! Salesforce outmarketed RightNow, LinkedIn outmarketed Plaxo, Akamai outmarketed Internap, Rackspace outmarketed Terremark.

By contrast, the early majority want to buy a productivity improvement for existing operations. They are looking to minimize the discontinuity with the old ways. They want evolution, not revolution. They want technology to enhance, not overthrow, the established ways of doing business. And above all, they do not want to debug somebody else’s product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base.

Youth culture is constantly evolving and Gen Z in particular is disrupting industries, says Witt. Gen Z represents an unprecedented group of innovation and entrepreneurship. This group is focused on niche interests and if brands don’t recognize this now and get on board, they are going to be left behind. It’s also important for brands to adopt a global mindset, as some of the most significant growth is taking place in countries that are either developing or underdeveloped.

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

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

It is useful to classify the economic and ecological disruptions that make up this “new normal” of instability into two groups: shocks and slides. Shocks present themselves as acute moments of disruption. These are, for example, market crashes, huge disasters and uprisings. Slides, on the other hand, are incremental by nature. They can be catastrophic, but they are not experienced as acute. Sea level rise is a slide. Rising unemployment is a slide. The rising costs of food & energy are a slide.

The solar virtuous cycle is in motion. The lower cost of solar leads to increased market adoption, and this, in turn, lowers the perceived risk and attracts more capital at a lower cost for capital. And this, in turn, lowers the cost of solar, which leads to increased market adoption, not to mention increased investment, more innovation, and even lower costs for capital. Once this virtuous cycle reaches critical mass, market growth will accelerate. Solar will become unstoppable and the incumbents will be disrupted.

We have polluted for years, causing much damage to the environment, while the scientists currently making these complicated forecasting models were not sticking their necks out and trying to stop us from building these risks (they resemble those “risk experts” in the economic domain who fight the previous war)—these are the scientists now trying to impose the solutions on us. But the skepticism about models that I propose does not lead to the conclusions endorsed by anti-environmentalists and pro-market fundamentalists. Quite the contrary: we need to be hyper-conservationists ecologically, since we do not know what we are harming with now. That’s the sound policy under conditions of ignorance and epistemic opacity. To those who say “We have no proof that we are harming nature,” a sound response is “We have no proof that we are not harming nature, either;” the burden of the proof is not on the ecological conservationist, but on someone disrupting an old system. Furthermore we should not “try to correct” the harm done, as we may be creating another problem we do not know much about currently.

It has been noted that many of the soi-disant ‘disruptive’ products being marketed as game changers by Silicon Valley startup kids are things that women thought of years ago. Food substitutes like Soylent and Huel are pushed as the future of nutrition while women have been consuming exactly the same stuff for years as weight-loss shakes and meal replacements. People were using metal implants to prevent pregnancy and artificial hormones to adjust their gendered appearance decades before ‘body hackers’ started jamming magnets in their fingertips and calling themselves cyborgs.

Since the soon-to-be outnumber the living; since the living have greater impact on the unborn than ever before thanks to depletion of natural systems, atmospheric disruption, toxic residue, burgeoning technology, global markets, genetic engineering, and sheer population numbers; since our scientific and historic understandings now comfortably examine processes embracing eons; and now that our plan-ahead horizon has shrunk to five years or less—it would seem that a grave disconnect is in progress. Our everhastier decisions and actions do not respond to our long-term understanding, or to the gravity of responsibility we bear. “The

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

The reality of government disruption of the free market cannot be overemphasized, for it is at the heart of our present and future crisis. We have savings institutions that are controlled by government at every step of the way. Federal agencies provide protection against losses and lay down rigid guidelines for capitalization levels, number of branches, territories covered, management policies, services rendered, and interest rates charged. The additional cost to S&Ls of compliance with this regulation has been estimated by the American Bankers Association at about $11 billion per year, which represents a whopping 60% of all their profits.

The distinction between love and romance is essential for an analysis of the psychic appeal of capitalism. Romance domesticates the trauma of love, but it doesn’t eliminate it altogether. Capitalism gives love such a central place in its workings and encourages subjects to devote so much of their time to it because the trauma of the love encounter enlivens them and keeps them going. Without the traumatic satisfaction that love provides, life often ceases to seem worth living. While it relies on love, capitalism must contain its fundamental disruptiveness and mitigate its trauma so that the capitalist system can continue to function. This is what the transformation from love to romance aims at accomplishing. Though love isn’t a capitalist plot, romance is. Romance enables us to touch love’s disruptiveness while avoiding its full traumatic ramifications.

Beyond serving as an inspiration to engineers, the group behavior of fireflies has broader significance for science as a whole. It represents one of the few tractable instances of a complex, self-organizing system, where millions of interactions occur simultaneously—when everyone changes the state of everyone else. Virtually all the major unsolved problems in science today have this intricate character. Consider the cascade of biochemical reactions in a single cell and their disruption when the cell turns cancerous; the booms and crashes of the stock market; the emergence of consciousness from the interplay of trillions of neurons in the brain; the origin of life from a meshwork of chemical reactions in the primordial soup. All these involve enormous numbers of players linked in complex webs. In every case, astonishing patterns emerge spontaneously. The richness of the world around us is due, in large part, to the miracle of self-organization.

Mattis and Gary Cohn had several quiet conversations about The Big Problem: The president did not understand the importance of allies overseas, the value of diplomacy or the relationship between the military, the economy and intelligence partnerships with foreign governments. They met for lunch at the Pentagon to develop an action plan. One cause of the problem was the president’s fervent belief that annual trade deficits of about $500 billion harmed the American economy. He was on a crusade to impose tariffs and quotas despite Cohn’s best efforts to educate him about the benefits of free trade. How could they convince and, in their frank view, educate the president? Cohn and Mattis realized they were nowhere close to persuading him. The Groundhog Day–like meetings on trade continued and the acrimony only grew. “Let’s get him over here to the Tank,” Mattis proposed. The Tank is the Pentagon’s secure meeting room for the Joint Chiefs of Staff. It might focus him. “Great idea,” Cohn said. “Let’s get him out of the White House.” No press; no TVs; no Madeleine Westerhout, Trump’s personal secretary, who worked within shouting distance of the Oval Office. There wouldn’t even be any looking out the window, because there were no windows in the Tank. Getting Trump out of his natural environment could do the trick. The idea was straight from the corporate playbook—a retreat or off-site meeting. They would get Trump to the Tank with his key national security and economic team to discuss worldwide strategic relations. Mattis and Cohn agreed. Together they would fight Trump on this. Trade wars or disruptions in the global markets could savage and undermine the precarious stability in the world. The threat could spill over to the military and intelligence community. Mattis couldn’t understand why the U.S. would want to pick a fight with allies, whether it was NATO, or friends in the Middle East, or Japan—or particularly with South Korea.

Degrading oneself for the sake of the beloved reveals the disruptiveness of the love relation. The person in love agrees to sacrifice social identity for the sake of winning the other’s love. When in love, all other considerations disappear before the response of the beloved. This experience of a complete loss of one’s usual coordinates is at once the appeal and the trauma of love. Though we tend to think of love as a pleasant experience, it actually produces much more suffering than pleasure. We feel pleasure when our lives move along smoothly and with relative security, but love is always rocky and insecure. As we fall in love, we can never be sure if the other truly loves us in return, and we spend our time worrying about what the other is doing. This is why it is easy to picture the lover phoning a beloved an abundance of times when there is no answer. The lover experiences of the trauma of love with each unrequited phone call. Life no longer just goes on when we love. Instead, it bombards us with a series of traumatic jolts that preclude any peace of mind. Our very symbolic identity loses its stable coordinates.

The individual is becoming a tiny chip inside a giant system that nobody really understands. Every day I absorb countless data bits through emails, phone calls and articles; process the data; and transmit back new bits through more emails, phone calls and articles. I don’t really know where I fit into the great scheme of things, and how my bits of data connect with the bits produced by billions of other humans and computers. I don’t have time to find out, because I am too busy answering all the emails. And as I process more data more efficiently – answering more emails, making more phone calls and writing more articles – so the people around me are flooded by even more data. This relentless flow of data sparks new inventions and disruptions that nobody plans, controls or comprehends. No one understands how the global economy functions or where global politics is heading. But no one needs to understand. All you need to do is answer your emails faster – and allow the system to read them. Just as free-market capitalists believe in the invisible hand of the market, so Dataists believe in the invisible hand of the data flow.

Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher and Reagan was to atomize and rule. Neoliberalism leads us to believe that relying on others is a sign of weakness, that we all are, or should be, ‘self-made’ men and women. But even the briefest glance at social outcomes shows that this cannot possibly be true. If wealth were the inevitable result of hard work and enterprise, every woman in Africa would be a millionaire. The claims that the ultra-rich make for themselves – that they are possessed of unique intelligence or creativity or drive – are examples of the ‘self-attribution fallacy’.10 This means crediting yourself with outcomes for which you were not responsible. The same applies to the belief in personal failure that assails all too many at the bottom of the economic hierarchy today. From birth, this system of belief has been drummed into our heads: by government propaganda, by the billionaire media, through our educational system, by the boastful claims of the oligarchs and entrepreneurs we’re induced to worship. The doctrine has religious, quasi-Calvinist qualities: in the Kingdom of the Invisible Hand, the deserving and the undeserving are revealed through the grace bestowed upon them by the god of money. Any policy or protest that seeks to disrupt the formation of a ‘natural order’ of rich and poor is an unwarranted stay upon the divine will of the market. In school we’re taught to compete and are rewarded accordingly, yet our great social and environmental predicaments demand the opposite – the skill we most urgently need to learn is cooperation. We are set apart, and we suffer for it. A series of scientific papers suggest that social pain is processed11 by the same neural circuits as physical pain.12 This might explain why, in many languages, it is hard to describe the impact of breaking social bonds without the terms we use to denote physical pain and injury: ‘I was stung by his words’; ‘It was a massive blow’; ‘I was cut to the quick’; ‘It broke my heart’; ‘I was mortified’. In both humans and other social mammals, social contact reduces physical pain.13 This is why we hug our children when they hurt themselves: affection is a powerful analgesic.14 Opioids relieve both physical agony and the distress of separation. Perhaps this explains the link between social isolation and drug addiction.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Hoover was deeply respected by both parties. In 1928, the Republicans nominated him for president. In his acceptance speech, delivered at the height of prosperity, Hoover proclaimed that Americans were “nearer to the final triumph over poverty than ever before in the history of any land.” His profound belief in individualism, voluntarism, and the fundamental strength of the American economy blinded him from realizing, until too late, that government had to exert a primary role in helping people through what was fast becoming the worst Depression the country had ever known. At the slightest uptick in the stock market, Hoover believed and summarily proclaimed that the worst was over. When the economy continued to flounder, he came under blistering assault. Still, he would not admit that voluntary activities had failed. He adopted a bunker mentality, refusing to countenance the worsening situation. By contrast, Roosevelt had adapted all his life to changing circumstances. The routine of his placid childhood had been disrupted forever by his father’s heart attack and eventual death. Told he would never walk again, he had experimented with one method after another to improve his mobility. So now, as Roosevelt campaigned for the presidency, he built on his own long encounter with adversity: “The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.

will respond by reciprocating this desire. The difference between romance and love is that the former never leaves the terrain of desire. The subject seeking romance sees in the other the possibility of the realization of its desire and thereby reduces the love object to an object of desire. This is why romance inevitably produces disappointment. Love, though it disturbs the subject, does not disappoint. In love, one can find satisfaction with the love object. But love also removes the subject from the terrain of desire. Though love necessarily begins with desire, it doesn’t end there. When one falls in love, one falls for the other’s way of enjoying itself, for the other’s satisfaction with its own form of failure, its satisfaction with the absence of the object that would realize desire. Love targets the point at which the subject exceeds itself and is not self-identical. According to Joan Copjec, “when one loves something, one loves something in it that is more than itself, its nonidentity to itself.” 5 We seek love to escape the constraints of our symbolic identity and to enjoy our nonidentity. In the act of love, one abandons oneself. When one falls in love, one loses all sense of oneself and one’s symbolic coordinates. Love is never a good investment for the subject, and this separates it definitively from romance. This is why capitalism necessitates the transformation of love into romance. This transformation allows us to love on the cheap. Many theorists of love, like Jacques Lacan and Alain Badiou, have remarked on love’s inherent disruptiveness. But this is apparent as early as Plato’s approach to the question of love.

In the introduction, I wrote that COVID had started a war, and nobody won. Let me amend that. Technology won, specifically, the makers of disruptive new technologies and all those who benefit from them. Before the pandemic, American politicians were shaking their fists at the country’s leading tech companies. Republicans insisted that new media was as hopelessly biased against them as traditional media, and they demanded action. Democrats warned that tech giants like Amazon, Facebook, Apple, Alphabet, and Netflix had amassed too much market (and therefore political) power, that citizens had lost control of how these companies use the data they generate, and that the companies should therefore be broken into smaller, less dangerous pieces. European governments led a so-called techlash against the American tech powerhouses, which they accused of violating their customers’ privacy. COVID didn’t put an end to any of these criticisms, but it reminded policymakers and citizens alike just how indispensable digital technologies have become. Companies survived the pandemic only by allowing wired workers to log in from home. Consumers avoided possible infection by shopping online. Specially made drones helped deliver lifesaving medicine in rich and poor countries alike. Advances in telemedicine helped scientists and doctors understand and fight the virus. Artificial intelligence helped hospitals predict how many beds and ventilators they would need at any one time. A spike in Google searches using phrases that included specific symptoms helped health officials detect outbreaks in places where doctors and hospitals are few and far between. AI played a crucial role in vaccine development by absorbing all available medical literature to identify links between the genetic properties of the virus and the chemical composition and effects of existing drugs.

In Being and Event and elsewhere throughout his philosophy, Alain Badiou grants love an evental status, locating it among what he calls the four truth procedures. This inclusion of love seems anomalous. In comparison with the other three truth procedures, love doesn’t fit in. When one reads Being and Event for the first time, one can’t help but feel that the conception of the love event represents a philosophical misstep on Badiou’s part, a case where he allowed his own private emotions to have an undue impact on his philosophy. Though Badiou may like the feeling of being in love, this hardly justifies its status as a truth procedure. Unlike politics, art, and science, love seems to be an isolated phenomenon. A love event—the relationship of Jill and Dave, for instance—doesn’t have the same world-historical impact as the French Revolution or the invention of twelve-tone music (examples of the political and artistic event from Badiou). Even a love event that garners great attention, like the affair between Héloïse d’Argenteuil and Peter Abélard, fails to produces the type of substantive changes accomplished by the storming of the Bastille. But Badiou classifies love alongside the other truth procedures for its disruptiveness of everyday life and—which is in some sense to say the same thing—for its ability to arouse the subject’s passion. Love may be an anomalous truth procedure, but perhaps this is because it is the paradigmatic truth procedure. Love’s disruption of our everyday life is much more palpable than that of politics, art, or science. The subject in love feels as if it can’t exist without the beloved, while even Galileo himself didn’t feel this strongly about the scientific event in which he participated. It is much easier to imagine subjects dying for the sake of love than for the sake of the twelve-tone system of modern music. This is because love has a disruptiveness that transcends the other truth procedures. The cynical approach to love fails to register this disruptiveness. According to Badiou, the cynic contends that “love is only a variant of generalized hedonism,” and this cynicism enables one to avoid “every profound and authentic experience of otherness from which love is woven.” Dismissing the reality of love—seeing it as just a capitalist plot—is a way of avoiding the transformation that it demands, but it also leaves one’s existence bereft of significance. The passion that love arouses impels subjects to continue to go on.

The Biggest Property Rental In Amsterdam Amsterdam has been ranked as the 13th best town to live in the globe according to Mercer contacting annual Good quality of Living Review, a place it's occupied given that 2006. Which means that the city involving Amsterdam is among the most livable spots you can be centered. Amsterdam apartments are equally quite highly sought after and it can regularly be advisable to enable a housing agency use their internet connections with the amsterdam parkinghousing network to help you look for a suitable apartment for rent Amsterdam. Amsterdam features rated larger in the past, yet continuing plan of disruptive and wide spread construction projects - like the problematic North-South town you live line- has intended a small scores decline. Amsterdam after rated inside the top 10 Carolien Gehrels (Tradition) told Dutch news company ANP that the metropolis is happy together with the thirteenth place. "Of course you want is actually the first place position, however shows that Amsterdam is a fairly place to live. Well-known places to rent in Amsterdam Your Jordaan. An old employees quarter popularised amang other things with the sentimental tunes of a quantity of local vocalists. These music painted an attractive image of the location. Local cafes continue to attribute live vocalists like Arthur Jordaan and Tante Leeni. The Jordaan is a network of alleyways and narrow canals. The section was proven in the Seventeenth century, while Amsterdam desperately needed to expand. The region was created along the design of the routes and ditches which already existed. The Jordaan is known for the weekly biological Nordermaarkt on Saturdays. Amsterdam is famous for that open air market segments. In Oud-zuid there is a ranging Jordan Cuypmarkt open year long. This part of town is a very popular spot for expats to find Expat Amsterdam flats due in part to vicinity of the Vondelpark. Among the largest community areas A hundred and twenty acres) inside Amsterdam, Netherlands. It can be located in the stadsdeel Amsterdam Oud-Zuid, western side from the Leidseplein as well as the Museumplein. The playground was exposed in 1865 as well as originally named the "Nieuwe Park", but later re-named to "Vondelpark", after the 17th one hundred year author Joost lorrie den Vondel. Every year, the recreation area has around 10 million guests. In the park can be a film art gallery, an open air flow theatre, any playground, and different cafe's and restaurants.

Birch bark lends a mild wintergreen flavor to brewed sodas. Birch beer, flavored with sassafras and birch, is a classic American brew. Birch bark is usually sold in homebrew stores. Bitter Orange (Bergamot) s highly aromatic, and its dried peel is an essential part of cola flavor. The dried peel and its extract are usually available in spice shops, or any store with a good spice selection. They can be pricey. Burdock root s a traditional ingredient in American root beers. It has a mild sweet flavor similar to that of artichoke. Dried burdock root is available in most Asian groceries and homebrew stores. Cinnamon has several species, but they all fall into two types. Ceylon cinnamon is thin and mild, with a faint fragrance of allspice. Southeast Asian cinnamon, also called cassia, is both stronger and more common. The best grade comes from Vietnam and is sold as Saigon cinnamon. Use it in sticks, rather than ground. The sticks can be found in most grocery stores. Ginger, a common soda ingredient, is very aromatic, at once spicy and cooling. It is widely available fresh in the produce section of grocery stores, and it can be found whole and dried in most spice shops. Lemongrass, a perennial herb from central Asia, contains high levels of citral, the pungent aromatic component of lemon oil. It yields a rich lemon flavor without the acid of lemon juice, which can disrupt the fermentation of yeasted sodas. Lemon zest is similar in flavor and can be substituted. Lemongrass is available in most Asian markets and in the produce section of well-stocked grocery stores. Licorice root provides the well-known strong and sweet flavor of black licorice candy. Dried licorice root is sold in natural food stores and homebrew stores. Anise seed and dried star anise are suitable substitutes. Sarsaparilla s similar in flavor to sassafras, but a little milder. Many plants go by the name sarsaparilla. Southern-clime sarsaparilla (Smilax spp.) is the traditional root-beer flavoring. Most of the supply we get in North America comes from Mexico; it’s commonly sold in homebrew stores. Wild sarsaparilla (Aralia spp.) is more common in North America and is sometimes used as a substitute for true sarsaparilla. Small young sarsaparilla roots, known as “root bark” are less pungent and are usually preferred for soda making, although fully mature roots give fine results. Sassafras s the most common flavoring for root beers of all types. Its root bark is very strong and should be used with caution, especially if combined with other flavors. It is easily overpowering. Dried sassafras is available in homebrew stores. Star anise, the dried fruit of an Asian evergreen, tastes like licorice, with hints of clove and cinnamon. The flavor is strong, so use star anise with caution. It is available dried in the spice section of most grocery stores but can be found much more cheaply at Asian markets.

It is in disruptive innovations, where we know least about the market, that there are such strong first-mover advantages. This is the innovator’s dilemma.

Companies whose investment processes demand quantification of market sizes and financial returns before they can enter a market get paralyzed or make serious mistakes when faced with disruptive technologies. They demand market data when none exists and make judgments based upon financial projections when neither revenues or costs can, in fact, be known. Using planning and marketing techniques that were developed to manage sustaining technologies in the very different context of disruptive ones is an exercise in flapping wings.

The economy is an organic whole, not just a collection of individual parts. If there is a big disruption in one industry, it will inevitably spill over into others

Experts’ forecasts will always be wrong. It is simply impossible to predict with any useful degree of precision how disruptive products will be used or how large their markets will be. An important corollary is that, because markets for disruptive technologies are unpredictable, companies’ initial strategies for entering these markets will generally be wrong.

Business, when separated from government, is not only non-imperialistic—it is strongly and uncompromisingly anti-coercive. Men who trade have nothing to gain and everything to lose from destruction. Wars of conquest do not gain markets for business. The most significant effect of war on markets is to damage and destroy them by killing and impoverishing multitudes of people and disrupting the economic life of entire areas. Private enterprise wins markets by the excellence of its products in competitive trading; it has nothing to gain from imperialism.

Making the movie” is the term that a venture capitalist friend applies to the process of building a start-up. In my friend’s tech-company-as-movie analogy, the VCs are the producers and the CEO is the leading man. If possible, you try to get a star who looks like Mark Zuckerberg—young, preferably a college dropout, with maybe a touch of Asperger’s. You write a script—the “corporate narrative.” You have the origin myth, the eureka moment, and the hero’s journey, with obstacles to overcome, dragons to slay, markets to disrupt and transform. You invest millions to build the company—like shooting the movie—and then millions more to promote it and acquire customers. “By the time you get to the IPO, I want to see people lined up around the block waiting to get into the theater on opening night. That’s what the first day of trading is like. It’s the opening weekend for the film. If you do things right, you put asses in the seats, and you cash out.

Another thing I’m learning in my new job is that while people still refer to this business as “the tech industry,” in truth it is no longer really about technology at all. “You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.

Collier understood and preached this swim-with-current-rather-than-against strategy. Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family. About this, Collier wrote: “Study your reader first — your product second…. The reader of your letter wants certain things and the desire for them is, consciously or unconsciously, the dominant idea in his mind all the time. He is also engaged by the news or events or public conversations of the day. Put yourself in his place. If you were deep in discussion with a friend over some matter and a stranger came up and said: ‘Mister, I have a fine coat I want to sell you!’ — what would you do? The same thing happens when you approach a man by mail. He is in discussion with himself. If you just butt in, will you be welcome? How would you do it if approaching him and his friend in person? You'd listen and get the trend of the conversation. Then, when you chimed in, it would be with a remark on a related subject. Then you could gradually bring the talk around logically to the point you wanted to discuss. Study your reader. Know what interests him. Listen to the conversation he is already having with himself. Enter where he already is.” There are some obvious, perennially occurring attention dominators, such as seasons and holidays, and linking to these — regardless of whether your business naturally links or not — can be extremely helpful. You need not be a florist, jeweler, or restaurant to utilize Valentine's Day, for example. Beyond that, and deeper than that, every customer group has some shared item on their minds. Know it. Start your conversation with them with it. And be sure to take advantage of one of the great advantages of today's online media, including e-mail, blogs, and social media sites — being day to day, even hour by hour, timely. You can link a marketing message to world or local, financial, or cultural news of the moment — and you should.

In the Hype Machine, everyone is a digital marketer, whether we’re fighting for ideas or for consumer dollars.

What the company staff interpreted as a ramp in sales leading smoothly “up the curve” was in fact an initial blip—what we will be calling the early market—and not the first indications of an emerging mainstream market.

A manager needs to think about concentration in relation to the specific universe. If you are an emerging markets manager with 5,000+ liquid companies, you can go higher than 25 companies and still gain benefits from diversification. Understanding your alpha goal and the correlations of the companies within your universe is the way to decide on the correct level of diversification. Focusing on a highly correlated sector will significantly shrink the number of companies that are optimal for diversification and alpha creation.

As active managers see allocators moving capital to passive investing, they have little choice but to try and stem the flow by trying to demonstrate outperformance immediately. Short-term thinking and decision-making inevitably lead to poor performance. In the market environment of 2019, short-term decision-making translates into buying high-growth stocks, because they have momentum. Popular growth stocks are bought regardless of valuation and the core tenets of cash flow analysis and contrarianism are cast aside. Ultimately this will cause negative performance for those active managers unable to abstain from following the herd and chasing a momentum-driven market to try and keep their investor base.

Before, in the days when Chesky, Blecharczyk, and Gebbia were trying so desperately to get the idea off the ground, the focus was simply on surviving. “Before product/market fit, thinking long-term seemed preposterous,” Chesky later said. “When you’re dying, you’re not thinking, ‘What do I want to be when I grow up?’ You’re thinking, ‘How do I not die?

PayPal could be seen as disruptive, but we didn’t try to directly challenge any large competitor. It’s true that we took some business away from Visa when we popularized internet payments: you might use PayPal to buy something online instead of using your Visa card to buy it in a store. But since we expanded the market for payments overall, we gave Visa far more business than we took. The overall dynamic was net positive, unlike Napster’s negative-sum struggle with the U.S. recording industry. As you craft a plan to expand to adjacent markets, don’t disrupt: avoid competition as much as possible.

Platforms, then, have economic advantages that enable them to grow faster than similar pipeline businesses. This phenomenon alone would lead to significant disruption of traditional industries, as platform businesses displace pipeline businesses at the top of the Fortune 500 rankings. But the era of platforms-eat-pipelines is disrupting businesses in many other ways as well. In particular, the rise of the world of platforms is reconfiguring the familiar business processes of value creation, value consumption, and quality control.8

Whether we are talking about a small-scale disruption or a large one, there is one sure thing about it. If slipshod work is allowed to fail, then quality work will remain. The external pressures of the free market with ensure that. But for Christians who want to be faithful in their work, their internal motivation will also contribute to the quality of the work. We are to put our hand to the work, doing the best we can with it, and we are to keep our hands off the future.

One characteristic of disruptive technologies, as the electric car has the potential to be, is that their market penetration tends to start slowly and then accelerate rapidly

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

In general, the successful entrants accepted the capabilities of hydraulics technology in the 1940s and 1950s as a given and cultivated new market applications in which the technology, as it existed, could create value. And as a general rule, the established firms saw the situation the other way around: They took the market’s needs as the given. They consequently sought to adapt or improve the technology in ways that would allow them to market the new technology to their existing customers as a sustaining improvement. The established firms steadfastly focused their innovative investments on their customers. Subsequent chapters will show that this strategic choice is present in most instances of disruptive innovation. Consistently, established firms attempt to push the technology into their established markets, while the successful entrants find a new market that values the technology.

one shall never bet more than what one can afford to lose.

This table only counts physical health effects due to disruptions that took place in the Illusion of Control phase. It considers both short-run and long-run effects. Each of the claimed effects is based on a published study about that effect. First on the list is the disruption to vaccination programs for measles, diphtheria, cholera, and polio, which were either cancelled or reduced in scope in some 70 countries. That disruption was caused by travel restrictions. Western experts could not travel, and within many poor countries travel and general activity were also halted in the early days of the Illusion of Control phase. This depressive effect on vaccination programs for the poor is expected to lead to large loss of life in the coming years. The poor countries paying this cost are most countries in Africa, the poorer nations in Asia, such as India, Indonesia and Myanmar, and the poorer countries in Latin America. The second listed effect in the table relates to schooling. An estimated 90% of the world’s children have had their schooling disrupted, often for months, which reduces their lifetime opportunities and social development through numerous direct and indirect pathways. The UN children’s organisation, UNICEF, has released several reports on just how bad the consequences of this will be in the coming decades.116 The third element in Joffe’s table refers to reports of economic and social primitivisation in poor countries. Primitivisation, also seen after the collapse of the Soviet Union in the early 1990s, is just what it sounds like: a regression away from specialisation, trade and economic advancement through markets to more isolated and ‘primitive’ choices, including attempted economic self-sufficiency and higher fertility. Due to diminished labour market prospects, curtailed educational activities and decreased access to reproductive health services, populations in the Illusion of Control phase began reverting to having more children precisely in those countries where there is already huge pressure on resources. The fourth and fifth elements listed in the table reflect the biggest disaster of this period, namely the increase in extreme poverty and expected famines in poor countries. Over the 20 years leading up to 2020, gradual improvements in economic conditions around the world had significantly eased poverty and famines. Now, international organisations are signalling rapid deterioration in both. The Food and Agriculture Organisation (FAO) now expects the world to have approximately an additional 100 million extremely poor people facing starvation as a result of Covid policies. That will translate into civil wars, waves of refugees and huge loss of life. The last two items in Joffe’s table relate to the effect of lower perinatal and infant care and impoverishment. Millions of preventable deaths are now expected due to infections and weakness in new mothers and young infants, and neglect of other health problems like malaria and tuberculosis that affect people in all walks of life. The whole of the poor world has suffered fewer than one million deaths from Covid. The price to be paid in human losses in these countries through hunger and health neglect caused by lockdowns and other restrictions is much, much larger. All in the name of stopping Covid.