Disrupt or Die: What the World Needs to Learn from Silicon Valley to Survive the Digital Era

by Jedidiah Yueh

Every company that attacks another friction point in the evolving technology stack adds digital grease to the tracks, accelerating the Innovation Cycle.

It’s not a strategy, however, if all your competitors are following the same plan.

Thinking Small is the act of product invention. It’s taking everything you know about a Value Seam and distilling it into a product that gives you power over that Value Seam. It’s the reimagining of what’s possible in user experience.

Product-Market Fit (PMF).

The #1 company-killer is lack of market.

One of the most important points in this book is that innovators need to build business models and GTM strategies into the development of their products, when and where they can.

“What Is Most Important When” (WIMIW) in the life of a startup.

Here are the three sides to the Value Triangle, a simple framework for determining pursue or pass: Market, Value Differential, and Time to Value (TTV).

If you count your benefits in percentages, such as 1 percent, 10 percent, or 50 percent, your Value Differential is too low in the world of technology, where 100x and 1,000x benefits exist.12 Small percentage benefits can win in legacy markets, but they’re not worth pursuing in the digital era.

Extremely important factor to consider when working on your new idea in technology

If your product takes longer than one year for value to be proven, pass.

In the digital era, one of the founding keys to success lies in the Separation of Users and Buyers.

It is important to view knowledge as sort of a semantic tree—make sure you understand the fundamental principles, i.e. the trunk and big branches, before you get into the leaves/details or there is nothing for them to hang onto.

There is no deep learning without active struggle. Passive learning results in encyclopedic information, which is lacking in knowledge and wisdom and easily lost over time.

As soon as I hear a valuable, contrary point, it becomes part of my position.

The key is to find fault like a self-directed, heat-seeking missile.

With time as the enemy, the first order is to quickly find concentrated criticism to compress the learning cycle.

In the digital era, the controlling factors are computer infrastructure and data. If your software controls the flow and delivery of data, you have a key control point for the future.

Companies that better manage the flow of data will vastly outperform their peers and maintain their positions in the face of digital disruptors.

After product, vision is the most important thing to get right for the innovator.

The lesson? Invent your product, paint the biggest vision you can with it, and play your pipe to the best of your abilities.

“Startups should make their early staff as personally similar as possible.”

Shipping a great product matters more than anything else.

If you have a great product, vision, and mission in a big market, it’s easy to build a strong network. If you build a strong network, it’s easy to find talent. Once you find the talent, it’s easy to hire.

Remeber to think thru this before deciding to bui!ld anything

regaled

The key is to see beyond the halo and differentiate between Rocket Builders and Rocket Riders.

evolutionary innovation and significant innovation are two different worlds.

By mastering design, he had changed the nature of digital competition forever.

But when it comes to designing products, when it comes to destroying the competition, you need diseases before data. You need perfectionism. You need obsession. You need artistic vision.

phreatomagmatic

To democratize innovation by codifying critical frameworks and making them accessible to every woman and every man.

the most powerful motivator: intermittent reinforcement.