A Quote by Clayton Christensen
We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.
Related Quotes
We have found that companies need to speak a common language because some of the suggested ways to harness disruptive innovation are seemingly counterintuitive. If companies don't have that common language, it is hard for them to come to consensus on a counterintuitive course of action.
Of course, there remains the question of why we should find mind-brain identities so persistently counter-intuitive, if they are true. But this is a simple psychological question, and there are a number of plausible explanations. Indeed this is a topic that is quite extensively discussed outside philosophy, by developmental psychologists and theorists of religion among others, under the heading of 'intuitive dualism'. It is rather shocking that so few of the many philosophers working on 'the explanatory gap' are familiar with this empirical literature.
Quantum mechanics is so counter-intuitive, physicists have never been able to come up with a comfortable picture of how it works.
This point seems counter-intuitive, given the amount of conspicuous vulgarity, vice, and immorality in America. Indeed some Islamic fundamentalists argue that their regimes are morally superior to the United States because they seek to foster virtue among the citizens.
If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.
There is always that age-old thing about England and America being divided by a common language. You think that because we speak English and you speak English that you're bound to understand and like everything that we do. And of course you don't.
The physics of motion provides one of the clearest examples of the counter-intuitive and unexpected nature of science.
That's one of the ways language evolved, by some very obscure form becoming common usage. And I must say that I'm very intrigued by use of language and slang, and criminal underground terms.
I'm not by nature a terribly intuitive person; I need to build a situation in which I will behave more intuitively, and that has really changed the life of my work - I found a way to trick myself into being intuitive.
At Ford Motor Company, we believe the arts speak a common language that weaves a common thread among all people.
The quantum theory of parallel universes is not the problem, it is the solution. It is not some troublesome, optional interpretation emerging from arcane theoretical considerations. It is the explanation - the only one that is tenable - of a remarkable and counter-intuitive reality.
The best way I have found to follow my true desires is to pay attention to my intuitive sense. We all have great wisdom within us, a part of us that knows exactly what we need at every moment. We are born with this intuitive sense, but most of us are quickly taught to distrust and ignore it. We have to relearn something that should come naturally. Fortunately, it's not too difficult; it just takes some practice.
Most companies think of disruption as a threat. But disruptive innovations have tremendous growth potential. If incumbent companies can learn how to harness the forces of disruption, they too can improve their ability to create new-growth businesses.
We have a common enemy. We have this in common: We have a common oppressor, a common exploiter, and a common discriminator. But once we all realize that we have this common enemy, then we unite on the basis of what we have in common. And what we have foremost in common is that enemy - the white man. He's an enemy to all of us. I know some of you all think that some of them aren't enemies. Time will tell.
There are two sure ways to fail: never get started and quit before you succeed. Many companies promote the language of risk-taking and innovation but are so concerned with short term profit goals that their culture discourages innovation (trying new things) and abandons promising projects too soon. It shouldn't require exceptional moral courage to try new things and stick with them.
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
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