Salim Ismail Quotes

Kahlil Gibran: "Work is love made visible. The goal is not to live forever; the goal is to create something that will.

And while not owning assets has been standard practice for heavy machinery and non-mission-critical functions (e.g., copiers) for decades, recently there's been an accelerating trend towards outsourcing even mission-critical assets.

La última ola de negocios sin-activos es algo llamado Consumo Colaborativo

Indeed, the rate of change is so high everywhere these days that you now must assume that someone will disrupt you, and often from a direction you least expect. As Steve Forbes sees it, "You have to disrupt yourself or others will do it for you." This applies to every market, geography and industry.

Non-ownership, then, is the key to owning the future — except, of course, when it comes to scarce resources and assets. As noted above, Tesla owns its own factories and Amazon its own warehouses. When the asset in question is rare or extremely scarce, then ownership is a better option. But if your asset is information-based or commoditized at all, then accessing is better than possessing.

So, of the three major risk areas, execution risk remains the only real issue in building a company. How will the enterprise organize itself to maximize performance from its founders and management team? How will it leverage technology and information to create a unique and sustainable advantage and business model? Answering these questions correctly is the key to building a successful Exponential Organization. For this reason, we need to look more closely at each of the steps in building a powerful and effective team.

Success is a lousy teacher. It seduces smart people into thinking they can't lose.

It is our opinion that in the future, the defining metric for organizations won't be ROI (Return on Investment), but ROL (Return on Learning).

Waze's triumph and Navteq's decline should be the model for every budding ExO. Ask yourself, "Which of my products or services can I digitize and dematerialize?" and "How can I use the Six Ds to leapfrog my biggest linear competitors? How can I use them to demonetize and democratize my products and/or services?"

We've learned how to scale technology; now it's time to scale the organization.

The first stands alone: Massive Transformative Purpose (MTP). As the name suggests, MTP is the ExO's core reason for existing. MTP is the foundation upon which all company actions take place. It establishes a long-term goal for the company so sweeping and profound that it is always within reach yet always unreachable. It sets a moral foundation for all company interactions between all stakeholders. It keeps the company disciplined and on target. It inspires employees and customers. And it galvanizes employee morale and retention.

Enables coherent exponential growth • Binds collective aspirations • Attracts top talent across the ecosystem • Supports a cooperative/non-political culture • Enables agility and learning

Today, if you're not disrupting yourself, someone else is; your fate is to be either the disrupter or the disrupted. There is no middle ground.

Today, if you're not disrupting yourself, someone else is;

In an ExO world, purpose trumps strategy and execution overrides planning.