In A Large Successful Company Where Your

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.

One Of The Factors That Make Great Companies So Great Is That They Have Processes That Allow Them To Solve Difficult Problems Again And Again. These Processes Have Developed Over Time As Teams Have Successfully Wrestled With A Certain Type Of Challenge. Eventually, People Begin To Say, "this Is Just How We Do Something Around Here." The Problem Develops When That Team Then Has To Solve A Very Different Set Of Challenges. The Processes That Are Such Strengths Can Be Crushing Liabilities.

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.

Lets Take The Best Of Our Ideas From Global Drucker Forum, And The Best Of Our Language, And Then Focus And Clarify.

Doing Deals Doesn't Yield The Deep Rewards That Come From Building Up People.