When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.

There's usually some process by which a potentially great idea gets prostituted into something lacklustre, or by which the wrong idea gets put forward.

A lot has been written about the Internet bust. From my point of view, it's quite clear the Internet isn't a category; the Internet is a technological infrastructure that can be deployed to facilitate a disruptive business model or a sustaining business model.

Because we employ no professional preachers, it means that every sermon or lesson in church is given by a regular member - women and men, children and grandparents.

Decide what you stand for. And then stand for it all the time.

Steve Jobs and Apple taught us that profit is not the ultimate goal, but rather a consequence of something greater.

We are all trained to be data driven people, but no hard data exist about the future. Therefore, the only way to look into the future with any degree of accuracy is to use theory, statements of what causes what and why. If executives have the right theories in their heads, they can very quickly interpret market developments. They can identify what matters and why, and act accordingly. So we suggest decision-makers should start by gaining a deep understanding of the relevant collection of theories, and then be alert for signals that indicate certain types of developments.