October 10, 2020

Any revisions will appears in purple text.

11:06 . . .	Strategy as Tires: What can we do to amplify that attitude? What do managers do to dampen that attitude? .
11:07 . . .	Strategy as Tires: We are one big signal processor. Most of our signals are for our own internal consumption. Attitude is a signal. .
11:09 . . . .	Strategy as Tires: Without a simple straightforward explanation of the source of holes and asymptotes, we could believe that they come from the equation. But, the equation came from data. .
11:14 . . .	Strategy as Tires: Explanations change. When you add a deeper layer, explanations become deeper long before that depth shows up in the classroom. .
11:23 . . . . . . .	Strategy as Tires: Yes, you can work at the current depth. Yes, discontinuous innovation is about a new explanation, a new theory, new constraints, and new parameters. But, your jobs to be done don’t change. Yes, you might engage with those new constraints, and that might make you think differently. .
11:25 . . . . . .	Strategy as Tires: We have to migrate the existing conceptual model in the software. Then, we have to migrate the user’s conceptual model. It might be a long process. When the work gets deeper, so do the economic payoffs. That problem with that one step in the job finally goes away. .
11:30 .	Strategy as Tires: Yes, you don’t have to do that anymore under the new theory.

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