Disrupt Yourself
Putting the Power of Disruptive Innovation to Work
Number of pages: 208
Publisher: bibliomotion
BBB Library: Creativity and Innovation
ISBN: 978-1629560526
Editorial Review
Whitney Johnson wants you to consider this simple, yet powerful, idea: disruptive companies and ideas upend markets by doing something truly different—they see a need, an empty space waiting to be filled, and they dare to create something for which a market may not yet exist. In Disrupt Yourself, Johnson helps you understand how the frameworks of disruptive innovation can apply to your particular path, whether you are: a self-starter ready to make a disruptive pivot in your business a high-potential individual charting your career trajectory a manager looking to instill innovative thinking amongst your team a leader facing industry changes that make for an uncertain future.
Book Reviews
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Wisdom to Share
As the pace of disruptive innovation quickens and you’re in the midst of a crashing wave, what is unsettling can also be an amazing ride.
The S-curve can also be used to understand personal disruption—the necessary pivots in our own career paths.
If the task you have to do is not both meaningful and relevant, your brain will have little motivation to learn it—and thus to move up the S-curve.
When you’re beginning a new project, you need to figure out what “jobs”—both functional and emotional—this new endeavor will do for you. It’s best to clarify this either before you switch to a new role or as soon as possible thereafter.
While we perceive a new-fangled idea as more risky than an established one, what happens in our brains tells us otherwise.
Disruptors not only look for unmet needs, they match those needs with their distinctive strength. A distinctive strength is something that you do well that others within your sphere don’t.
If you identify and focus on what makes you feel strong, you can also expect to be happier, which, according to researchers, “leads to more flexible and adaptive thinking and to enhanced innovative ability and problem-solving in a wide range of circumstances.”
All too frequently, we are oblivious to our own strengths. The trouble with certain strengths is that if you do them reflexively well they can be easy to overlook. So keep an eye out for the compliments you habitually dismiss not because you are being coy, but because this “thing” feels as natural as breathing.
At the low end of the curve, you’re overwhelmed by new tasks, new people, and new information that finding the right unmet need to fit your unique confluence of skills can be difficult. It’s tough to discern between something that is difficult to accomplish and something that is just the wrong fit.
Sometimes, you’re on the wrong curve. You may see a huge opportunity, or hope to be hired to do a job, but before taking that job or starting that business, make sure that you have the strength that meets those needs.
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What's the secret to having an engaged and productive team? It's having a plan for developing all employees--no matter where they are on their personal learning curves. Better morale and higher performance happen through learning, argues Whitney Johnson. In over twenty years of coaching, investing, and consulting, Johnson has seen that
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