This is an article by Umair Haque from Harvard Business Review worth reading. Exerpt:

The most disruptive, unforeseen, and just plain awesome breakthroughs, that reimagine, reinvent, and reconceive a product, a company, a market, an industry, or perhaps even an entire economy rarely come from the single-minded pursuit of the busier and busier busywork of “business.” Rather, in the outperformers that I’ve spent time with and studied, breakthroughs demand (loosely) systematic, structured periods for reflection – to ruminate on, synthesize, and integrate fragments of questions, answers, and thoughts about what’s not good enough, what’s just plain awful, and how it could be made radically better.

— Click here for the full article …

One thought on “HBR: Making room for reflection …

  1. The thinking model outlined above has been known for decades. One problem with the “disruptive breakthroughs” is that they become disruptive post facto. Hardly anybody can say: I am now going to make a disruptive invention, and then set about doing it. He will not succeed, because he hardly knows what he is going to do. Disruptive phenomena, particularly inventions, require a whole lot of other phenomena to be in place. For instance enabling technologies in the field of inventions, or certain social conditions in the political and social field.

    Some example: The transistor, which came as a disruptive invention at the end of the 50-s, existed as a physical concept in the 1930s already. Holography, which is the basis of many technological solutions nowadays, was invented just after WWII, but its exploitation was not possible, because certain key engineering accomplishments were still missing. And so on, and so on, and so on. All human thinking is continuous, even though certain fragments of it represent a greater leap forward than others.

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