[TLDR: Adaptability in the face of change is paramount for leaders seeking long-term success. Yet, a cognitive bias known as “target fixation” can inadvertently obstruct the ability of business leaders to spot crucial signals of necessary—even lifesaving—change in the business environment.]
We continue our series with Paul Nunes. This is part 2 of Big Bang Disruption, where we dive into the Shark Fin and look at Nintendo, Regulation, Pinball and more.
Win “Jumping The S Curve” “No organisation is going to change in a fundamental way […]
We have entered a fourth stage of innovation— the era of Big Bang Disruption. The new disrupters attack existing markets not just from the top, bottom, and sides but from all three at once. This isn’t disruptive innovation. It’s devastating innovation.
Paul Nunes has found that what matters is not just climbing your current S-curve, which is what you do to reach the top of a single successful business. Instead, he emphasises the equal importance of the moves you must make to your next business: making the jump to your future S-curve.
Paul Nunes has found that what matters is not just climbing your current S-curve, which is what you do to reach the top of a single successful business. Instead, he emphasises the equal importance of the moves you must make to your next business: making the jump to your future S-curve.
The ‘private lawn’ is the ability to have the time and space to plan, think and grow. For some of us, daily survival consumes all our time and energy, leaving no room for strategic thinking or planning. Few organisations carve out the time to plan, strategise and think about long-term goals and objectives.
As business leaders, creating an environment where everyone can access their ‘private lawn’ – a space for growth, planning, and forward-thinking is crucial. However, we must also plan by priority.
In The Hidden Spring, our guest Mark Solms does not dive too deeply into Karl Friston’s mathematics. As you will discover, he summarises its implications, describing Friston’s free energy as a quantifiable measure of how a system models the world and how it behaves.
It is a pleasure to welcome the author of The Hidden Spring: A Journey to the Source of Consciousness, Mark Solms. In this episode, we talk about the brain’s prediction system.
00:00:00.000 Introduction and Overview of the Chapter
00:03:30.388 Establishment of the Meteorology Department
00:11:59.546 The Fundamental Task: Minimizing Free Energy
00:15:43.370 Feelings: Connecting Us to Our Ancestors
00:19:36.790 Neglecting the inter-receptive and extra-receptive in cognitive science
00:22:30.002 The brain’s attempt to contain environmental effects on the organism
00:31:32.675 Innate Predictions: Fear and Instinctual Behaviors
00:34:19.723 The Evolution of Responses and Predictive Model Complexification
00:42:59.118 The Brain: Ones and Zeroes, Predictions and Errors
00:54:18.834 The Brain as an Organization
00:59:57.338 Emotional Needs and Scripts
Resisting entropy is a fundamental function of living things. Similarly, organisations that resist change become victims of entropy, disrupting the balance of their systems and tipping the scales towards entropy. Maintaining homeostasis is not an event. It is a continual process. Maintaining success requires effort, constant renewal and permanent reinvention.