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Organizations get invested into a particular product. And sometimes the best thing is to stop making that product, even though it's profitable, because it has optimized at a local peak.

Kevin Kelly

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Kevin Kelly
Age: 72
Born: 1952
Born: April 28
Contributing Editor
Editor
Journalist
Photographer
Writer
Pennsylvania
United States
Kevin kelly
Sometimes
Organization
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Peak
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A single thread of self generation ties the cosmos, the bios, and the technos together into one creation. Humans are not the culmination of this trajectory but an intermediary, smack in the middle between the born and the made... The arc of complexity and open-ended creation in the last four billion years is nothing compared to what lies ahead.
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Evolution doesn't care about what makes sense it cares about what works
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Humans are the reproductive organs of technology. We multiply manufactured artifacts and spread ideas and memes.
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But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
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Technology is anything that doesn't work yet.
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A brain is a society of very small, simple modules that cannot be said to be thinking, that are not smart in themselves. But when you have a network of them together, out of that arises a kind of smartness.
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In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.
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Nobody is as smart as everybody.
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Since a relationship involves two members investing in it, its value increases twice as fast as one's investment.
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Technology is all the accumulated usefulness that our minds invent.
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The most interesting thing about change in the environment is that for the most part the environment isn't changing.
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Clearly, we are self-made. We are the first technology. We are part inventor and part the invented
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The way to build a complex system that works is to build it from very simple systems that work.
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The only organization capable of unprejudiced growth, or unguided learning, is a network. All othertopologies limit what can happen
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Everything that we are making, we are making more and more complex.
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I work in a you scratch my back, and I'll stab yours kind of a place.
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When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at.
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Why fear feedback? Why stigmatize failure in the workplace when it's bringing you closer to achieving your organizational goals.
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Willingness to learn is important, but willingness to act on what you learn is critical.
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