Sublime

I like to refer to the lifecycle technology map found in The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail by Clayton Christensen.

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You can trump cumulative experience with a low-cost business design, which makes the incumbent’s cumulative experience irrelevant.

As Alph Bingham noticed, for difficult challenges organizations tend toward local search. They rely on specialists in a single knowledge domain, and methods that have worked before. (Think about the lab with only E. coli specialists from chapter 5.) If those fail, they’re stuck. For the most intractable problems, “our research shows that a domain-b

Innovation tends to dwell less at the center of an organization than at its edges

La démarche de David Angel à l’université Clark est une version particulièrement élaborée des objectifs que devrait se fixer tout chef d’établissement : affiner et réorganiser l’établissement autant que nécessaire pour répondre aux besoins évolutifs des élèves et de la société. Selon David, notre époque constitue le moment décisif pour diriger un é

But the company is able to crank out high-quality work year after year because its core capabilities are rooted in its processes and values rather than in its resources. I sense, however, that these capabilities of McKinsey also constitute its disabilities. The rigorously analytical, data-driven processes that help it create value for its clients i