It would be fun too to put some of the great philosophers and political scientists of the past couple centuries into a time machine, have them look at the world today, and see what they think. Imagine Schumpeter, Malthus, Hobbes, Nietzsche, Marx, and more! That would be good fun.

All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.

The curious company studies the anomalies or the unexpected findings. The company that isn't curious ignores them or punishes people who don't do exactly what they set out to do.

You have to make the decision about whether you want to avoid or you want to overcome the resistance.

Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).

The CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.

I've never seen impeccable logic be sufficient to win both the heart and the mind.