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CHAPTER VIII - Conclusion

Change is hard, and changing from well-established ways of operating to new ways that are unfamiliar and untested is particularly hard. But few if any enterprises are immune from the challenges of digital disruption which threaten to make the old ways of operating untenable. And the existence of a growing number of organizations—not only start-ups but large established enterprises—that are operating exponentially provides evidence of the value of the new paradigm that seeks to accelerate the process of innovation by scaling continuous learning rather than seeking stability by achieving economies of scale.

Shifting from the old to the new model does entail big changes that include how an organization is structured, how it is led, and what is expected of its workers. These changes are so far-reaching that it is almost impossible to introduce them within the core of an organization. But it is possible to experiment with new ways of doing things at the edge of an organization, and then build on what works. Any enterprise that wishes to ensure its survival would do well to find and cultivate its own edges.

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