Quotes About Change

Professor Amar Bhide showed in his Origin and Evolution of New Business that 93 percent of all companies that ultimately become successful had to abandon their original strategy—because the original plan proved not to be viable.

The past is a good predictor of the future only when conditions in the future resemble conditions in the past. And what works for a firm in one context might not work for another firm in a different context.

The structure of today's health-care industry is essentially structured around taking our problems to the solution. In the other industries we've studied, disruption inverts this system, so the solution is delivered to the problem. Downloadable

One of the bittersweet rewards of success is, in fact, that as companies become large, they literally lose the capability to enter small emerging markets. This disability is not because of a change in the resources within the companies—their resources typically are vast. Rather, it is because their values change.

Just Because You Have Feathers …

When the organization's capabilities reside primarily in its people, changing capabilities to address the new problems is relatively simple. But when the capabilities have come to reside in processes and values, and especially when they have become embedded in culture, change can be extraordinarily difficult.

Coping with the relentless onslaught of technology change was akin to trying to climb a mudslide raging down a hill. You have to scramble with everything you've got to stay on top of it, and if you ever once stop to catch your breath, you get buried.

the firms that led the industry in every instance of developing and adopting disruptive technologies were entrants to the industry, not its incumbent leaders.

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

As difficult as it may seem, you've got to be honest with yourself about this whole process. Change can often be difficult, and it will probably seem easier to just stick with what you are already doing. That thinking can be dangerous. You're only kicking the can down the road, and you risk waking up one day, years later, looking into the mirror, asking yourself: What am I doing with my life?

Why do well-managed companies fail? He concludes that they often fail because the very management practices that have allowed them to become industry leaders also make it extremely difficult for them to develop the disruptive technologies that ultimately steal away their markets.

Few people have physically and emotionally survived more than one SAP implementation project.42

It is in disruptive innovations, where we know least about the market, that there are such strong first-mover advantages. This is the innovator's dilemma.

any program for resolving our runaway health-care costs that does not have a credible plan for changing the way we care for the chronically ill can't make more than a small dent in the total problem.

The very processes and values that constitute an organization's capabilities in one context, define its disabilities in another context.

You need to define an opportunity that is disruptive relative to all the established players in the targeted market, or you should not invest in the idea.

I had thought the destination was what was important, but it turned out it was the journey. It

The strategies and plans that managers formulate for confronting disruptive technological change, therefore, should be plans for learning and discovery rather than plans for execution. This is an important point to understand, because managers who believe they know a market's future will plan and invest very differently from those who recognize the uncertainties of a developing market.

remember that it is changes in the slope of the platform, not the level of the platform, that create shareholder value at an above-average rate.

In reality, spinning out is an appropriate step only when confronting disruptive innovation.

We all are vulnerable to the forces and decisions that have derailed too many.

established firms tend to be good at improving what they have long been good at doing, and that entrant firms seem better suited for exploiting radically new technologies, often because they import the technology into one industry from another, where they had already developed and practiced it.

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established firms attempt to push the technology into their established markets, while the successful entrants find a new market that values the technology.