CHAPTER 1OUR OWN WORST ENEMYHOW THE BURDEN OF WHAT WE KNOW LIMITS WHAT WE CAN IMAGINE

A number of studies show that people are less likely to make optimal decisions after prolonged periods of success. NASA, Enron, Lucent, WorldCom—all had reached the mountaintop before they ran into trouble. Someone should have told them that most mountaineering accidents happen on the way down. —Ram Charan, Jerry Useem, Fortune Magazine, May 27, 2002

ANTICIPATION IS ALMOST PALPABLE in New York’s Lincoln Center today. To those just entering, the radiant energy inside the center’s Rose Hall offers a sharp contrast to the clouds and monsoon-like rain of last night. Throngs of people bustle about with purpose, many undoubtedly readying themselves for a day they ...

Get The Innovation Killer: How What We Know Limits What We Can Imagine And What Smart Companies Are Doing About It now with O’Reilly online learning.

O’Reilly members experience live online training, plus books, videos, and digital content from 200+ publishers.