Jan-Benedict Steenkamp

In order to disrupt your own frame of reference, you have to be willing to treat your accumulated experience as sunk cost, to be discarded as circumstances require. It’s a psychologically difficult thing to do. Moreover, ordinary daily pressures make it difficult to find the time to really think about, and thoroughly analyze, environmental trends. Many people, managers among them, suffer from cognitive myopia, the inability to step outside their current context to do the high-level conceptual thinking necessary to see new threats. To be a disruptive leader, you must be intellectually curious and investigate new things proactively, identifying and solving unprecedented problems, and devising new ways of doing business.

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