You may hate gravity, but gravity doesn't care.

Because of the disruption phenomenon - technological progress outstripping the ability of customers to utilize it - the general tendency is for the money to migrate toward the subsystems.

An innovation will get traction only if it helps people get something that they're already doing in their lives done better.

I've concluded that getting the categories right is an absolutely crucial step to building useful management theory, and unfortunately too few writers do this. You've got to engage in serious scholarship, and then figure out how to write it in a way that lots of people can understand.

Purpose must be deliberately conceived and chosen, and then pursued.

What you need is a fundamental humility - the belief that you can learn from anyone.

If the theory accurately predicts what they [scientists] see, it confirms that it's a good theory. If they see something that the theory didn't lead them to believe, that's what Thomas Kuhn calls an anomaly. The anomaly requires a revised theory - and you just keep going through the cycle, making a better theory.