Shantanu Kumar

“many human skills are tacit because “the aim of a skilful performance is achieved by the observance of a set of rules which are not known as such to the person following them.” For example, swimmers are probably not aware of the rules they employ to keep afloat (e.g., in exhaling, they do not completely empty their lungs), nor are medical experts generally aware of the rules they follow in order to reach a diagnosis of a disease. “Indeed,” Polanyi says, “even in modern industries the indefinable knowledge is still an essential part of technology.”
― Eric von Hippel, Democratizing Innovation

“Focus can be difficult, especially for entrepreneurs. People keep options open even when it is not in their best interest, according to former MIT professor Dan Ariely, who discusses the topic in his 2008 book, Predictably Irrational. According to his research, when people are given what appear to be multiple paths to success, they will try to retain all the paths as options, even though selecting one specific path would have guaranteed them the most success.”
― Bill Aulet, Disciplined Entrepreneurship: 24 Steps to a Successful Startup

“Google’s search product is an excellent example of an innovative business model. Prior to Google, the business model or “value capture framework” of search engines was to fit as many banner advertisements on a page as possible, and to charge as much as possible for them. Google, by contrast, used simple text ads and targeted them based on the keywords used in a particular search. Advertisers found this technique more attractive than banner ads, because they had better data on the effectiveness of individual ads, and could make more effective ads based on the data. This highly innovative business model is what made Google the juggernaut it is today, not the technical proficiency of its search algorithm.”
― Bill Aulet, Disciplined Entrepreneurship: 24 Steps to a Successful Startup

“Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll’s findings: Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why. Only one in five was enthusiastic about their team’s and their organization’s goals. Only one in five said they had a clear “line of sight” between their tasks and their team’s and organization’s goals. Only 15 percent felt that their organization fully enables them to execute key goals. Only 20 percent fully trusted the organization they work for.”
― Chip Heath, Made to Stick: Why some ideas take hold and others come unstuck