Innovation

When the first real version of the game came to life on my screen—without any decorations, scoring, or anything, just the playing field and the pieces—I couldn't stop playing. I realized there was something truly magical about the game. But I could never have imagined what it would become; that was one of the biggest surprises.

Creator of Tetris, the iconic video game

At one point, while working on the rotation routine, I was watching a piece rotate on the screen. It was then that the idea struck me—the game could be played in real-time. That was the very first important 'aha' moment for Tetris.

Creator of Tetris, the iconic video game

Too often, organizations become like frogs in boiling water—gradually losing their competitiveness because everyone is afraid to take risks. The short-term pain of taking a risk seems more daunting than the long-term consequences, even though the long-term pain could be the loss of competitive advantage and, ultimately, the entire value of the enterprise.

Founder and former CEO of Panera Bread Company

As a large company CEO, I believe one of the most critical roles is driving innovation and transformation. In fact, the CEO has to be the 'Discoverer in Chief.' Over time, a divide often forms between the discovery people and the delivery people. The language of discovery is imaginative and poetic—'imagine if,' 'what if we tried this?'—while the language of delivery is pragmatic and data-driven—'prove it to me,' 'show me the numbers.'

Founder and former CEO of Panera Bread Company

I told them, 'My mom is visiting from Ohio today. If you can look her in the eye and tell her it's impossible to build a place for me to stay on the space station during my mission, then we're done here. If not, we have more to discuss.' They suggested my mom come to dinner instead, and we ended up going to Home Depot together.

NASA Astronaut & Space Shuttle Mission Specialist

Part of the reason I'm arguing the time is right is because unlike back in the 60s when these ideas about complexity economics were first floated by people like Herbert Simon, we now have all the tools to do it. Computers are a billion times more powerful, the data is vastly better, our understanding of psychology is vastly better, we know a lot more about how to program models like this.

Complexity scientist & founding director of Santa Fe Institute's Complexity Economics program

The standard models were formulated through a process that started well before computers were in place, and I would say it's undergone a certain lock-in. Once you start going down that path, it's hard to break out of it to another path. As a result, economics is stuck. It's not even that the existing models are wrong, they're just very limited in what they can do, and mainstream economists have gotten very locked in to using those models – and only those models.

Complexity scientist & founding director of Santa Fe Institute's Complexity Economics program

If you make everything you do data driven, it's an inherent limitation on experimentation. Most PLCs are so driven by the finance department that they've lost the capacity to get lucky.

Vice Chairman of Ogilvy & advertising strategist and behavioral economist

A fantastic business stumbles onto something psychological which just gives it a fantastic edge. Netflix's killer psychological hack was 'have 3 DVDs at any one time, watch them as often as you want, change them out as often as you want, £19.95 a month. No late fees ever.' That turned into a business worth billions.

Vice Chairman of Ogilvy & advertising strategist and behavioral economist

As we continue to push the boundaries of what is computationally possible, we are not just developing a new technology, but fundamentally expanding our understanding of the universe and our place within it.

Theoretical computer scientist specializing in quantum computing and computational complexity

My initial motivation for studying quantum computing was a desire to understand the fundamental computational limits of the universe. Even in the absence of practical applications, I believed this pursuit was worthwhile as the most rigorous test of quantum mechanics to date. In fact, I often joke that disproving quantum computing sceptics is the primary application of a quantum computer, with everything else being a bonus.

Theoretical computer scientist specializing in quantum computing and computational complexity

For me, it wasn't about creating a traditional business plan but rather channelling my 1960s mindset—I aimed to amaze and captivate people. I wanted passersby to wonder, 'Have you seen that? What's going on there?' Ultimately, this desire to make an impression has been the connecting thread in everything I've undertaken.

With superintelligence, that whole panoply of physically possible technologies could be realized in short order, since the inventing would happen on compressed timescales. We could experience a telescoping of the future—where developments that once seemed millennia away arrive soon after the transition to the era of machine intelligence.

Philosopher & Director of Future of Humanity Institute at Oxford

At the level of individuals, teams, or even firms, knowledge grows and then saturates. It has a finite 'carrying capacity.' What is interesting is that while these individual units are finite, society at large looks infinite because of changes in the teams—the incumbents—that perform best.

Director of MIT Media Lab; expert in network science and complexity

Knowledge diffusion mediated by migrants tends to be intergenerational. When German chemists were expelled and moved to the United States, the people who really adopted their ideas and technology were from the next generation.

Director of MIT Media Lab; expert in network science and complexity

Materials move much more easily than knowledge. But when people mistakenly believe that the material is the binding constraint, they tend to come up with these bone-headed development strategies. Silicon Valley didn't specialize in silicon transistors because there was a lot of sand nearby.

Director of MIT Media Lab; expert in network science and complexity