When product performance outstrips the ability of customers to use that performance in an industry, the competitive game changes. Under those circumstances you have to decouple components businesses from assembly businesses.

The mistake managers often make is defining their industry too narrowly. Digital's market share in the minicomputer market stayed very robust even as it fell off the cliff. Disruption seems to come out of nowhere, but if you know what to look for, you can spot important developments well before the market does.

Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.

Don't worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.

I've concluded that the metric by which God will assess my life isn't dollars but the individual people whose lives I've touched.

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

If you defer investing your time and energy until you see that you need to, chances are it will already be too late.