Peter Drucker 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.

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

Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.

Make a list of competitors who will be disrupted by you. You do have competitors, right? You are better, right? If not, why are you going to Disrupt? Post a blog post about them and what makes you different.

Create something, sell it, make it better, sell it some more and then create something that obsoletes what you used to make.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

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

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

I think, particularly in our tech industry, this is an industry that has violent innovation and then commoditization, and it's a cycle of innovation/commoditization.

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.

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.

When I came into the mobile phone business, I was really the upstart who pretty much took the business, not quite by storm, but really made an impact on it quite early on. But it was from a position, really, of feeling that I was a last mover.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

Remember: you cannot build a better mouse trap by fixing the old one - NewCo demands active ownership, and that activity is not the sum of doing multiple jobs but, instead, the sum of implementing paradigm-shifting changes that create new industries and solutions.

We, as a company, take the most risks in pushing the boundaries on consumer expectations.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

In tech communities, we consider disruption the way to lead to innovation.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

I try to build on our management philosophy. I try to understand what the threats and opportunities are for us. Uh, I try to make sure that we're driving innovation and creative destruction hard enough so we're not blindsided, and that our attitude is to, in starting any initiative, any business, is to focus on how we can create value for others, rather than how we maximize profit, because you can make money focusing on, "How do I maximize profit?"

I always follow the same idea: Start small and disrupt to create something big.

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

Why is it that big companies fail when the technology changes? It happens in every industry, so what's the pattern? What are they all doing wrong?

The process of writing 'The Innovator's Dilemma' entailed the developing a new theory. My colleagues, students and I have been improving that theory, and adding others to it, since that time.

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.

Any corporate policy and plan which is typical of the industry is doomed to mediocrity. Where this is not so, it should be possible to demonstrate that all other competitors are at a distinct disadvantage.