The most common misunderstanding of disruptive innovations is to overestimate their impact in the short term and underestimate it in the long term. Another common misunderstanding is to associate disruptive with good.

The only way an established enterprise can dramatically increase its stock price is by adding a net new high-growth earnings engine to its existing portfolio.

Marketing has long known how to exploit fads and how to develop trends.

The danger is to cling to comfort and custom at a time when events demand breaking away from both. But it is also foolish to jump at every startling moment. Darwin selects primarily for prudent fast-following.

We have embarked upon the world's largest and longest cocktail party, and every issue imaginable is up for grabs.

The first mistake is believing that transformational initiatives can be accomplished through normal channels and means. This cannot be done because there are too many conflicting interests that are competing to impede. The second is mistaking incubation for transformation and concluding that failure to achieve escape velocity is due to lack of innovation. It never is. It is always do to lack of leadership focus and, especially, fortitude.

Smart mobile phones connect you with 1 billion users worldwide, basically for free - you don't pay for the phone, you don't pay for the Internet, you don't pay for the wireless connectivity. Social networks let you add a new customer or a new agent, again for free.