Every Time You Take Someone Figuratively By

Disruptive Technology Is A Theory. It Says This Will Happen And This Is Why; It's A Statement Of Cause And Effect. In Our Teaching We Have So Exalted The Virtues Of Data-driven Decision Making That In Many Ways We Condemn Managers Only To Be Able To Take Action After The Data Is Clear And The Game Is Over. In Many Ways A Good Theory Is More Accurate Than Data. It Allows You To See Into The Future More Clearly.

This Is One Of The Innovator’s Dilemmas: Blindly Following The Maxim That Good Managers Should Keep Close To Their Customers Can Sometimes Be A Fatal Mistake.

If You Defer Investing Your Time And Energy Until You See That You Need To, Chances Are It Will Already Be Too Late.

Management Has To Provide The Coordinating Mechanism Between What The Supplier Provides And What The User Needs In Not-good-enough Situations Where Product Architecture Is Consequently Interdependent. Management Always Beats Markets When There Is Not Sufficient Information.

Businesses Want To Think In Terms Of Categories. Consumers Want Us To Think In Terms Of Their Needs.