Scott D. Anthony

The data lagged the degree of disruption.

And because of that, they felt no urgency to act until the data were crystal clear.

And by the time the data are crystal clear,

It's too late.

You don't have the degrees of freedom to act around it.

Me and a couple of former InnoCite colleagues in a Harvard Business Review article a few years ago called this the information action paradox.

And that is, to me, one of the deepest challenges of dealing with disruptive change.

By the time the data are clear, it's too late to act based on the data.

So a good leader will act at the moment when the data tells them not to, which is a wonderful paradoxical thought.

that you have to act against what the data tells you but that's what's required in disruptive change

I think first to highlight what you said, the first and final ideas are never, ever the same.

And even the ones that we deem brilliant get it wrong all the time.

This is something I had forgotten.

But in the research for the book, I went back and watched the video where Steve Jobs launched the iPhone at Macworld 2007.

And somebody asked him, what is the killer app of this thing?

And he said, well, it's a phone.

So it's the ability to make and receive phone calls.

Of course, that's the killer app.

which turned out to be completely wrong.

So we forget this, but in the early days, the iPhone sales were pretty low.