Salim Ismail Quotes

An Exponential Organization (ExO) is one whose impact (or output) is disproportionally large — at least 10x larger — compared to its peers because of the use of new organizational techniques that leverage accelerating technologies.

One reason for this debacle, according to Dan Colussy, who drove Iridium's buyout in 2000, was the company's refusal to update business assumptions. "The Iridium business plan was locked in place twelve years before the system became operational," he recalls. That's a long time, long enough that it was almost impossible to predict where the state of the art in digital communications would be by the time the satellite system was at last in place. We thus label this an Iridium Moment — using linear tools and the trends of the past to predict an accelerating future.

As Eric Ries explains, "The modern rule of competition is whoever learns fastest, wins."

it now takes an average of between two hundred fifty and three hundred days for a typical Consumer Packaged Goods (CPG) company to move a new product from invention to retail stores' shelves — and

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.

Nation states are an artifact of a scarcity environment. Nation states can not compute abundance, they can not operate in that paradigm.

Trust Beats Control and Open Beats Closed As we saw with Valve software, autonomy can be a powerful motivator in the age of the Exponential Organization. The Millennial generation is naturally independent, digitally native and resistant to top-down control and hierarchies. To take full advantage of this new workforce and hang on to top talent, companies must embrace an open environment. Google has done just that. As we outlined in Chapter Four, its Objectives and Key Results (OKR) system is fully transparent across the company. Any Googler can look up the OKRs of other colleagues and teams to see what they're trying to achieve and how successful they've been in the past. Such transparency takes a considerable amount of cultural and organizational courage, but Google has found that the openness it engenders is worth any discomfort.

TED: «Ideas dignas de difundir». • Google: «Organizar la información mundial». • Fundación X Prize: «Conseguir avances radicales para beneficio de la humanidad». • Quirky: «Haz la invención accesible». • Singularity University: «Impactar positivamente en mil millones de personas». A primera vista, puede parecer que estas declaraciones se alinean con la tendencia de los últimos años de reescribir las declaraciones corporativas para que sean más cortas, más simples y más generales. Aunque, si las analizamos de cerca, notarás que cada una de estas declaraciones tiene también grandes aspiraciones.

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

Martin Seligman, un líder experto en psicología positiva, distingue entre tres estados de felicidad: la vida placentera (hedonista, superficial), la buena vida (familia y amigos) y la vida con sentido (encontrar un propósito, trascender el ego, trabajar por un bien mayor). Las investigaciones muestran que la generación del Milenio — la de los nacidos entre 1984 y 2002 — muestra cierta orientación a buscar significado y propósito en sus vidas.4 A lo largo y ancho del mundo, sus aspiraciones son cada vez mayores y, de tal modo, se sienten atraídos como clientes, empleados e inversores a organizaciones con iguales aspiraciones

Ronald Coase won the 1991 Nobel Prize in Economics for his theory that larger companies do better because they aggregate assets under one roof and, as a result, enjoy lower transaction costs. Two decades later, the reach delivered by the information revolution has negated the need to aggregate assets in the first place.

(If you own a car, it sits empty about 93 percent of the time.)

Una de las claves del mundo exponencial es que cualquier visión que tengas a día de hoy va a convertirse rápidamente en obsoleta y así tienes que continuar mejorando tu conocimiento sobre las tecnologías y sobre las capacidades organizativas.

don't try to wedge the emerging business back into the mother ship.

Large numbers of bottom-up ideas, properly filtered, always trump top-down thinking, no matter the industry or organization.