Quotes about Adaptation

I'm one for new things: I like new technology, I like new music, I'm not entrenched in some view of what culture should be. I like the fact that it's constantly changing and that language is changing, that behaviour changes.

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.

Necessity remains the mother of invention.

We adhere to the saying, "if it ain't broke, don't fix it," while not really questioning whether "it" is "broke.

Culture is a way of working together toward common goals that have been followed so frequently and so successfully that people don't even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful. Those

As such, there is no one-size-fits-all approach that anyone can offer you. The hot water that softens a carrot will harden an egg.

The leading firms in the established technology remain financially strong until the disruptive technology is, in fact, in the midst of their mainstream market.

If history is any guide, companies that keep disruptive technologies bottled up in their labs, working to improve them until they suit mainstream markets, will not be nearly as successful as firms that find markets that embrace the attributes of disruptive technologies as they initially stand.

Every successful product or service, either explicitly or implicitly, was structured around a job to be done. Addressing a job is the causal mechanism behind a purchase. If someone develops a product that is interesting, but which doesn't intuitively map in customers' minds on a job that they are trying to do, that product will struggle to succeed—unless the product is adapted and repositioned on an important job.

Managers who confront disruptive technological change must be leaders, not followers, in commercializing disruptive technologies.

But in disruptive situations, action must be taken before careful plans are made. Because much less can be known about what markets need or how large they can become, plans must serve a very different purpose: They must be plans for learning rather than plans for implementation.

important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it's time to flip from an emergent strategy to a deliberate one.