Harvard Business Review Press
Using her experience on Wall Street, Whitney Johnson co-founded an investment firm based on principles of disruptive innovation. She soon came to realise that companies don’t disrupt, people do. In her book, Johnson says: ‘the fundamental unit of disruption is the individual. If you want your organisation to stay relevant, allow, encourage and even require your people to disrupt themselves.’
Every person in an organisation is on a learning curve and an organisation is a collection of everybody’s learning curves. Therefore, Johnson argues that an A-team requires optimising the collection of learning curves with 70% of people in the middle of the curve, and 15% at the high and low ends. Johnson’s fresh approach allows managers to see disruption in a tactical way in their own lives.
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