Academic literature review bias

, 141

Academic research

, 142

Accenture

, 173–174

Access

, 165

Actions

, 167

Adaptive narrative

, 84

Adjustment

, 54

Advanced digital production (ADP)

, 151

Adversity

, 90

Affordance

, 126

Agile stage

, 54

Airbnb

, 173

Alexa (virtual assistant)

, 60–61

Amazon

, 5–6, 12, 14

Amazon Web Services

, 14

Amplification

, 63–64

Analytics

, 123

Anchoring bias

, 138

case method and disruptive thinking

, 140–143

dangers of bias as analyzing disruption

, 139–140

ideas formation

, 143–145

Angry Birds game

, 50–51

Anthropology

, 38

App Store

, 54

Apple

, 12, 179

Apple Fitness+

, 179

Apple TV

, 141

Art

, 69, 188–189

Artificial intelligence (AI)

, 5–6, 146, 180

Augmentation

, 146

Autonomous robotics

, 146

Baby Boom

, 6

BCG

, 173–174

Behaviour

, 126

Behaviour-driven approach

, 99

Behavioural disruption

, 31

Behavioural transformation

, 105

Benioff, Marc (Salesforce. com)

, 69–70

Bezos, Jeff (Amazon)

, 69–70, 181–182

Big data

, 5–6

Biotechnology

, 36, 180

Bitcoin

, 62

Blockchain

, 140–141

Blueprint

, 98

Bluetooth

, 49

Brainstorm

, 115

Break-up process

, 172

Breakthrough leadership

, 73–76

Bridging

, 28

Brin, Sergey (Alphabet)

, 69–70

Business

, 83

in disruptive era

, 107

initiative

, 109

leaders

, 81

process reengineering

, 81

Business Performance Transformation Services

, 174

Cap Gemini

, 173–174

Case method

, 140, 143

Cell phone

, 181

Centralization

, 169

CEO

challenge for

, 89

purpose of

, 76

role

, 74–75

Change

, 34, 67

conditions for

, 94

conquering fear of

, 85–86

detective of

, 86–88

innovation

, 168

Sherpa of

, 88

Characterization

, 9

Chemical energy

, 56–57

Choreographer

, 89

Civilization

, 59–60

Classic philosophical paradigm

, 31

Classification

, 10

Cloud computing

, 5–6

Coach metaphor

, 81–82

Cognitive model

, 171

Cognitive reframing

, 113

Cognitive stage

, 54

Cognitive transformation

, 97–98

and narrative of disruption

, 105–106

Cognizant

, 173–174

Collaboration

, 123

Collaborative thinking

, 171

Collateralized debt obligation (CDO)

, 20–21

Comfort

, 165

Communications

, 123

Competition

, 11

Concepts, language of

, 165–166

Conceptual framework

, 163, 172

Conceptual understanding

, 165

Conditions for change

, 94

Connectivity

, 165

Conquering fear of change

, 85–86

‘Conscious disruption’

, 9–10

Contemplation

, 189

science of living in meaningful

, 188–189

Contemplative interval

, 185–188

changing frameworks for experience of life

, 179–180

intrinsic empowerment

, 182–183

maximizing humanity

, 184–185

mediums into possibilities

, 180–182

science of living in meaningful contemplation

, 188–189

Contemporary technology

, 26

Content management

, 123

Context

, 97–98, 109–110, 166

Contextual information

, 21

Continuing organismic valuing process

, 126–127

Cook, Tim (CEO of Apple Corporation)

, 69–70, 180–181

Courageous foresight scenarios

, 104

Creative leadership

, 68

Creativity

, 68–69

creating future through

, 70

in transformational leadership

, 72–73

Crisis

, 99–100

Critical technologies

, 26

Critical thinking to extreme

, 110

Critical path

, 114

Cultural innovations

, 31

‘Culture of Innovation’

, 168

Customer service

, 123

Cybernetic biology

, 36

Data compression technology

, 47

Data mapping

, 101–103

Decentralization

, 169

Decentralized applications (DAAPS)

, 24

Decentralized collaboration

, 184

Decentralized Finance (DeFi)

, 24

Decision-making

, 130

‘Deconstruction’

, 9

Deloitte

, 173–174

Demanding

, 180

Dependency

, 28

Design process

, 176

Digital age

, 59–60

Digital economy

, 51–52

Digital identity

, 26

Digital innovation

, 26

Digital penetration

, 26

Digital technology

, 121–122

disruptors attributes and capabilities

, 122

‘Digital transformation’

, 123

Digital-age revolutions

, 52

Discovery, disruption and

, 34–36

Disney

, 47–48

Disrupted entity

, 63

Disruption

, 3–4, 6, 23, 31, 33–34, 45, 93, 133

amplification

, 63, 131

as category of knowledge

, 22, 25, 33–34

challenges

, 60–61

and concept of self

, 127–129

difference between transition and transformation in context of

, 55–56

and discovery

, 34–36

and future-proofing

, 38–40

great disruptor

, 6–8

index

, 11, 13–14

index taxonomy

, 15

reclaiming centre during

, 129–132

resources to challenge yourself

, 14–15

and social sciences

, 37–38

structure, nature, and pattern of

, 61–62

taxonomy of

, 8–10

‘Disruption effect’

, 8

Disruptive business model

, 184

Disruptive change

, 34

Disruptive convergence

brainstorm

, 115

contribute to your mindset and inner vision

, 114

critical path

, 114

critical thinking to extreme

, 110

desiring to aim for top

, 116

drawing a map

, 113

know your methods and strategies

, 112

objective moral imperative

, 110–111

over-commit to elements of program

, 113

plan

, 115

reframe things

, 113

refuse to accept social norms

, 114–115

strategic capital and context

, 109–110

treating data like weapon

, 111

Disruptive forces

, 129–130

‘Disruptive innovation’

, 104

Disruptive knowledge

, 25–28

categories and dimensions of knowledge

, 17–19

disruption as category of knowledge

, 22–25

reason for disruption needs own category of knowledge

, 20–22

tacit and explicit knowledge model

, 18

understanding

, 19–20

Disruptive thinking

, 140–143

Disruptive Ventures Hubs

, 106–107

Disruptor event

, 63

Disruptor(s)

, 3–4, 6, 8, 12, 23, 33–34, 95–96, 133, 143, 185

strategic foresight and

, 96–99

Documenting

, 28

Donahoe, John (ServiceNow)

, 69–70

Dormant possibilities

, 112

E-business

, 174

eBay

, 5–6, 106

Economics

, 37–38

Economy

, 121

Electric Vehicle (EV)

, 63–64

Emotion

, 132

Emotional intelligence

, 132

‘Emotional knowledge’

, 19

Emotions

, 167

Empowerment

, 165

intrinsic

, 182–183

Enabled Objects

, 10

Enabled spaces

, 10

Enabler

, 12

Entrepreneur

, 180–181

Environment

, 133

Ericsson (Swedish communication company)

, 49–50

Ericsson T36 mobile phone

, 49

Evolution of knowledge

, 22

Evolutionary psychology

, 36

Experience of life

, 179–180

Explicit knowledge

, 17

Extrinsic value of strategic foresight

, 94–95

Facebook

, 20, 37, 51–52, 57, 106, 126, 142, 172–173

Fear

, 24, 152–153

Financial Crisis

, 20–21

Fire metaphor

, 81–82

Fitbit

, 7–8

Followers

, 12

Foresight

, 103, 109

mapping as thinking tool in

, 101–103

Foresight Strategy Planogram

, 97

Fortune Global 500

, 69

Forward-looking leaders

, 181

‘Forward-looking statements’

, 127–128

Foundational concepts

, 165

Fourth Industrial Revolution (4IR)

, 151–152

Frameworks

, 59, 106

and strategy

, 168

transformation and

, 167–168

Free content

Free software

, 106

Freedom in scientific research

, 35

Fruit Ninja game

, 50–51

Frustration

, 24

Fujisawa Sustainable Smart Town

, 18–19

Fundamentals

, 94

Gaia

, 7

Global Enterprise

, 174

Global Integration

, 174

Goals

, 126

Google

, 12, 14, 106, 179

Google Ventures organization

, 167–168

GPS

, 7–8

Gravity

, 23

Guidance metaphor

, 88

Gutenberg press

, 35

Guthart, Gary (Intuitive Surgical)

, 69–70

Hastings, Reed (Netflix)

, 69–70

Heating, ventilating and air-conditioning (HVAC)

, 134

Hindsight

, 109

Hubs

differentiation

, 107

representation

, 107

HubSpot

, 53

Human Condition, The (Arendt)

, 185

Human-machine interfaces (HMIs)

, 151

Humanities

, 38

Humanity

, 156

maximizing

, 184–185

Idealization

, 135

Ideas, language of

, 165–166

Identification

, 9–10

Ignorance

, 24

Image of self

, 128, 130

Imagination

, 69, 150–151

leadership and

, 71–72

leading through

, 70

Immutable belief system

, 137

Impact intensification

, 63–64

Implicit knowledge

, 17

Inclusive leadership style

, 75

Industrial revolution

, 35, 185

Information

, 111

economy

, 51–52

Innovation

, 32, 168

Innovative companies

, 11

Insight

, 109

Instagram

, 37

‘Intangible knowledge’

, 19

Integrator

, 12

Intelligence

, 144

Intensification

, 63–64

International Business Machines Corporation

, 174

Internet

, 46–47, 57

Internet change economic self

, 135–136

Internet of Things (IoT)

, 5–6, 10, 62, 156, 166–167

Intimacy

, 148

Intrinsic empowerment

, 182–183

Intrinsic value of strategic foresight

, 94–95

iPhone

, 46, 164

Irreversibility

, 150

Jobs, Steve (Apple)

, 181–182

Knowledge

, 33–34, 148–149, 151, 163

categories and dimensions of

, 17–19

of disciplines

, 163

economy

, 67

gap

, 24

Language of concepts and ideas

, 165–166

Leader

, 68

help people to turn ideas into reality

, 81–83

Leadership. See also Transformational leadership

, 52–53, 67–68

breakthrough

, 73–76

and imagination

, 71–72

in organizations,.

, 104

use scenarios

, 104

Learning

, 154

by transformation

, 157–158

transformational skills

, 158

to unlearn

, 149–150

Leiden, Jeffrey (Vertex Pharmaceuticals)

, 69–70

LinkedIn

, 142

Literature review framework

, 137

Ma, Jack (Alibaba)

, 181–182

Mapping

, 113

Mapping as thinking tool in foresight

, 101–103

emerging context map

, 102

Maris, Bill (founding CEO of Google Ventures and current Founder and CEO of venture capital firm)

, 180–181

Market maximization

, 64

Mask metaphor

, 81–82

Mass communication

, 35–36

Master Chef metaphor

, 81–82

Mastery

, 158

Maximization

, 63–64

Maximizing humanity

, 184–185

Mental transformation

, 45

Metaphors for transformational change

choreographer

, 89

conquering fear of change

, 85–86

guidance metaphor

, 88

leaders help people to turn ideas into reality

, 81–83

metaphors help people turn ideas into reality

, 83–84

personification metaphor

, 86–88

strategic ambition, value and self

, 90–91

Microsoft

, 179

Millennium Bug. See Y2K bug

Mixed reality

, 146

Moore’s Law

, 3

Movie metaphor

, 81–82

Multifaceted question

, 156

Music and video online streaming

, 47

Musk, Elon (CEO of SpaceX and Tesla)

, 69–70, 170, 180–181

Nadella, Satya (Microsoft)

, 69–70

Naming

, 10

Nanotechnology

, 180

Narayen, Shantanu (Adobe)

, 69–70

Narrative of disruption

, 93

cognitive transformation and

, 105–106

Natural language processing

, 146

Natural selection theory

, 141–142

‘Naturalistic fallacy’

, 38

Nature of disruption

, 39, 61–62

Netflix

, 141, 172–173

‘Networked economy’

, 105

New company

, 86

‘Niche-First’ approach

, 51

Non Fungible Tokens (NFT)

, 24

Non-fiction book

, 137

Normative scenarios

, 104

Objective moral imperative

, 110–111

‘Objective’ of disruption

, 31

One-size-fits-all approaches

, 51, 149

Open data

, 106

Open protocols

, 106

Open-source

, 106

Openness

, 150

‘Organic’ process

, 4–5

Organism

, 127–128

Organization

, 133

Organizational change management

, 81–82

‘Organizational Innovation’

, 168

Organizational risk aversion

, 23–24

OutSider

, 111

Pac-Man

, 50–51

Page, Larry (Alphabet)

, 69–70

Palmisano, Samuel (IBM’s CEO)

, 176

Partnering

, 24

Patent law

, 138–139

Pattern of disruption

, 39, 61–62

Pattern recognition

, 83

Peer-to-peer ride-sharing service

, 48

Perception

, 127–128, 130, 132

Personal computers (PC)

, 3

Personality development

, 163

Personification metaphor

, 86–88

Philosophy

, 33–34, 38

basics

, 34

disruption and discovery

, 34–36

disruption and future-proofing

, 38–40

disruption and social sciences

, 37–38

disruption as category of knowledge

, 33–34

working theory

, 36–37

Pinterest

, 142

Poetic vision

, 91

Political economy

, 67

Politics

, 40

Powerful question

, 155

Practical Imagination

, 68

Prime Tv

, 141

‘Prior art’

, 137–139

‘Prior value’

, 139–140

Process transformation

, 173

Products

, 99

Professional literature

, 137

Psychological imperative

, 57–58

Psychology

, 38, 163

Questions

, 155

pushing possibility with compound generative

, 155–157

Radio Frequency Identification (RFID)

, 180

‘Raw data’

, 105

‘Reality’

, 127–128

Realization

, 28

Reclaiming centre during disruption

, 129–132

Recovery Act

, 63–64

Reengineering

, 81–82

Reformation

, 35–36

Regular change

, 34

Relative comfort

, 164

Relearning

, 154

Renaissance man

, 51

Resiliency

, 76

Responsible Leaders

, 73

Rogers, Carl (founders of humanistic approach in psychology)

, 123

Russian Dolls metaphor

, 81–82

S&P 500

, 69

Sacks, Rodney (Monster Beverage)

, 69–70

Satellite internet

, 140–141

Saturation

, 137

‘Saturation bias’

, 137

Scenarios

, 104

planning

, 99–101

Scholarship framework

, 138

Scholarship model

, 137

Self

, 90–91, 185

as centre of understanding

, 121–123

disruption and concept of self

, 127–129

internet change economic self

, 135–136

reclaiming centre during disruption

, 129–132

self-concept

, 123–127

self-theory

, 132–134

Self-aware objects

, 155

Self-compassion

, 158

Services

, 99

Skype

, 4–5

Smart speakers

, 46

Smith, Brad (Intuit)

, 69–70

Snap Chat

, 142

Snowball metaphor

, 81–82

Social entrepreneurship

, 73

Social media platforms

, 126

‘Social Network’ app

, 10

Social networks

, 57, 123

Social norms

, 114–115

Social revolution

, 184

Social sciences, disruption and

, 37–38

Social technologies

, 183

Socio-technical paradigm

, 37

Sociology

, 37–38

Sorenson, Arne (Marriott International)

, 69–70

Space of potential

, 110

‘Spontaneous disruption’

, 9–10

Storytelling

, 93

Strategic ambition

, 90–91

Strategic blueprint

, 98

Strategic capital

, 109–110

Strategic context

, 97–98

‘Strategic disruption’

, 9–10

Strategic foresight

, 93

and disruptors

, 96–99

intrinsic and extrinsic value of

, 94–95

mapping as thinking tool in foresight

, 101–103

scenario planning

, 99–101

strategic blueprint

, 98

strategic context

, 97–98

strategic metrics

, 98–99

Strategic foresight

, 110

Strategic insight

, 96–97

Strategic metrics

, 98–99

Strategic reengineering

, 81–82

Strategic scenarios

, 103–105

Strategic thinkers

, 163

Strategy

, 90

without archetypes

, 172–174

frameworks and

, 168

Structural transformation

, 173

Structure of disruption

, 61–62

Structure of Self

, 126

Structured knowledge

, 28

Superego

, 57–58

Systems thinking

, 163

Tacit knowledge

, 17–19, 26–27

Taxonomy of disruption

, 8–10

Technological disruption

, 50–51

Technological innovation

, 36

Technological knowledge

, 31

Technological revolution

, 57

Technological transformation

, 57

Technology

, 7, 32, 139–140, 148

invention

, 175–176

transformed by

, 56–58

Technology changes

, 45–46

impediments and obstacles

, 45

plans and predictions

, 45–46

TED3K knowledge model

, 23, 27

interactions

, 27

Tesla

, 12–13

Thoughts

, 167

TikTok

, 6, 28, 37, 51–52

Tinder

, 142

Tools, shells, networks and settlements framework (TSNS framework)

, 59, 61, 93

ToolToy framework

, 164–165

Top-down hierarchies

, 106

Transformation

difference between transition and transformation in context of disruption

, 55–56

dimensions for understanding

, 53–55

strategy

, 172

technology changes

, 45–46

transformational change

, 46–47, 51, 53

transformed by technology

, 56–58

transition to transformation cycle

, 124

Transformation frameworks

nature, and pattern of disruption

, 61–62

structure

, 61–64

TSNS framework

, 59, 61

Transformational change

, 46–47, 51, 53, 133, 169

cascading transformational journey

, 171

concepts for leading change

, 163

concepts to ideas

, 163–165

conceptual tools

, 166–167

frameworks

, 172

frameworks and strategy

, 168

individual practice of

, 176–177

language of concepts and ideas

, 165–166

model for

, 174–176

strategy without archetypes

, 172–174

transformation and frameworks

, 167–168

transformational thinking

, 169–171

transition to

, 134

Transformational education

, 157

Transformational entrepreneurs

, 73

Transformational leadership

, 67–68

art of

, 67–71

breakthrough leadership

, 73–76

creating future through creativity

, 70

creativity in

, 72–73

developing resiliency to uncertainty

, 76

enabling environment

, 75

flexible mindset

, 75

foresight

, 75

global linkages

, 76

imagining better future and acting on it

, 70–71

initiating necessary actions

, 75

leadership and imagination

, 71–72

leading through imagination

, 70

seeing clearer vision for future

, 69

upbeat, inclusive leadership style

, 75

Transformational stage

, 54–55

Transformational thinking

, 169–171

Transformative technology

, 57

Transition

, 47–48, 129, 133

difference between transition and transformation in context of disruption

, 55–56

dimensions for understanding

, 53–55

and name game

, 50–51

stage

, 54

to transformation cycle

, 124

to transformational change

, 134

and ultimate benefit

, 48–50

Twitter

, 51–52, 57, 94, 142

infancy

, 10

Uber

, 7–8, 48, 173

Uber Freight

, 48

UberEats

, 48

UberRush

, 48

Uncertainty

, 76, 150–151

Unifying principle

, 172

Unknowing

, 149–150

Unlearning

, 152–154

conventional wisdom

, 153

identifying

, 152–153

rid of fear

, 153

by transformation

, 157–158

Unstructured Information Management Architecture (UIMA)

, 175

User scenarios

, 104

Value

, 90–91, 165, 170–171

of asking questions

, 154–155

creation

, 166

future

, 147–149

learning

, 154

learning to unlearn

, 149–150

new approach

, 151–152

pushing possibility with compound generative questions

, 155–157

relearning

, 154

of social technologies

, 183

uncertainty

, 150–151

unlearning

, 152–154

unlearning and learning by transformation

, 157–158

Video conferencing

, 4–5

Virtual reality

, 5–6

Visualization of data

, 95

Walm

, 5–6

Waterfalls metaphor

, 86

WAZE

, 7–8

Weak signal

, 181

Web 3. 0

, 26

Working theory of disruption

, 36–37

World Economic Forum (WEF)

, 151

Y2K bug

, 130–132

Year 2000 bug. See Y2K bug

YouTube

, 37

Zappos

, 74

Zuckerberg, Mark (Facebook)

, 69–70, 181–182