Ayanna Pressley Quotes

Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new technologies come to market and subsequently take hold.

True disruption means threatening your existing product line and your past investments. Breakthrough products disrupt current lines of businesses.

This is the age of disruption.

We love serious technology innovations, and there is a strong bias towards large technology innovations that are sort of disruptive to the current market.

Think big; think disruptive. Execute with full passion.

The phrase 'change the world' is tossed around Silicon Valley conversations and business plans as freely as talk of 'early-stage investing' and 'beta tests.'

It's worth noting that everything - from the Internet to electric cars, genomic sequencing, mobile apps, and social media - were pioneered by startups, not existing companies.

I don't think the disruptor and the business model of a disruptor necessarily is an indication of the topography of the future. If it did, you would say then that everyone will make high-end electric cars, when the answer is clearly no.

Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

There will be certain points of time when everything collides together and reaches critical mass around a new concept or a new thing that ends up being hugely relevant to a high percentage of people or businesses. But it's really really hard to predict those. I don't believe anyone can.

Imagine the world of mobile based on Nokia and Motorola if Apple had not been restarted by a missionary entrepreneur named Steve Jobs who cared more for his vision than being tactical and financial.

To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

Whole new businesses will emerge around breakthrough products as revolutionary technologies accelerate capitalism's creative destruction of slower industries.

The most successful businesses have an idea for the future that's very different from the present - and that's not fully valued.

Even IBM can't stand in the way of progress... for more than a decade.

Assuming a specific resource is high cost is often a path to disruption when someone makes a different assumption.

Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.

The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.

Disruptive innovation is competitive strategy for an age seized by terror.

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

We are proposing that there is value in a totally new product category and a totally new set of questions. Just like the Apple II proposed, 'Would you reasonably want a computer in your home if you weren't an accountant or professional?' That is the question Glass is asking, and I hope in the end that is how it will be judged.

Every company that made computers when we started the Mac, they're all gone.

The emergence of a hardware product from an African company marks a phase-change point for tech invention. The BRCK shows that great ideas can come from anywhere, that innovation comes from solving real problems with constrained resources.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.

Whether it's steamships disrupted by the railroads or railroads disrupted by the airlines, it's typically the large entrenched incumbents that are displaced by innovators.