Top 150 Roger Spitz Quotes (2025 Update)
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101. “The ultimate disruption would be an existential event so catastrophic that it leads to the extinction of humanity.”

— Roger Spitz

102. “When reality flips upside down, science fiction can accelerate invention.”

— Roger Spitz

103. “The only way to reinvent a business model for today’s complex world is to approach it like a system.”

— Roger Spitz

104. “Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.”

— Roger Spitz

105. “Disruption is no longer merely a single or recurring event, but a steady state, expanding its impact. In short, while disruption has always existed, it is now disrupting itself.”

— Roger Spitz

106. “Our current education model threatens irrelevance for those who do not keep up, and it produces a massive number of people who are not keeping up.”

— Roger Spitz

107. “The objective is not to get the future right. Rather, our work spurs better preparation for any of the futures which may arise.”

— Roger Spitz

108. “The world is not made up of separate parts operating in isolation. This reductionist view of an understandable, controlled, and predictable world is flawed. And so, the strings, wires, and controls used to manage this illusionary discrete world are obsolete.”

— Roger Spitz

109. “Remaining relevant is not a linear process, but a jumbled loop.”

— Roger Spitz

110. “The antifragile perfects being imperfect.”

— Roger Spitz

111. “Entire industries, including strategic consulting, are built on selling you frameworks for defining, tiering, and quantifying levels of uncertainty, but these calculated bets or residual risks tend to be modeled on assumptions that make them useless, or even dangerous.”

— Roger Spitz

112. “It is the outside actors who challenge assumptions and ask new questions that beat incumbents in imagining and innovating on what might come next.”

— Roger Spitz

113. “To adapt to our complex world of weaponized information, maybe schools should teach data as we do languages.”

— Roger Spitz

114. “To shift the relationship between humans and machines, AI does not have to reach general artificial intelligence, nor become exceptional at handling complex systems. It just needs to become better than us.”

— Roger Spitz

115. “Techistentialism studies the nature of human beings, existence, and decision-making in our technological world.”

— Roger Spitz

116. “Disruption itself is generally neither good nor bad; its impact depends on one’s perspective and the nature and timing of one’s response.”

— Roger Spitz

117. “For the first time in history, we have no answers to many of the fundamental questions around how the world or humanity might look a decade or two ahead.”

— Roger Spitz

118. “Our agency emerges through choice. Applied to our actions, we must continue choosing, thinking of ourselves as creators of our futures.”

— Roger Spitz

119. “Harnessing the value of speculation and creativity, science fiction helps both individuals and organizations become and remain relevant in the face of our rapidly changing world.”

— Roger Spitz

120. “A new normal is establishing itself in which an undeclared or invisible war is fought entirely through algorithms, narratives, and manipulated media.”

— Roger Spitz

121. “For businesses to survive, they will need to build organizational resilience for climate change, cyber, technology, and space as part of a broader existential risk management strategy.”

— Roger Spitz

122. “Creativity will become even more important as the world requires new solutions to new problems.”

— Roger Spitz

123. “The single most dangerous mistake made by most decision-makers, organizations, and governments is looking at disruption as discrete, unique, episodic events.”

— Roger Spitz

124. “The current boundaries, definitions, and clustering of separate and clearly delineated “industries” or “sectors” are disappearing.”

— Roger Spitz

125. “Many of these technologies are proven, even beyond controlled environments, so their success will be driven by the value proposition, adoption, and ability to scale in the real world.”

— Roger Spitz

126. “The single most dangerous mistake is looking at disruption as isolated, special cases or independent single episodic events.”

— Roger Spitz

127. “If we are to remain relevant, we need to build antifragile foundations to prepare for disruption and benefit from any disorder. We must create innovative, fluid, and adventurous mindsets as well as social and economic networked ecosystems that strengthen from stress, random events, and shocks.”

— Roger Spitz

128. “Two of the most potent antidotes to relying entirely on assumptions are imagination and a small dose of humility. Humility is a place for learning.”

— Roger Spitz

129. “Withstanding systemic disruption requires effectiveness over efficiency.”

— Roger Spitz

130. “AI is taking over areas that we previously thought were too important to entrust to machines.”

— Roger Spitz

131. “The more you are prepared to fail, the more relevant and inventive you will become.”

— Roger Spitz

132. “None of these were “Black Swans,” which is the “go to” taxonomy for C-suites and policymakers justifying their surprise in the face of the assumptions they made about the world, signals they chose to ignore, and preparation they decided to skimp on.”

— Roger Spitz

133. “This need for humans to enhance their capabilities to become AAA is relevant in the context of machines learning faster, with increasingly higher-level human functions.”

— Roger Spitz

134. “For those intent on business as usual, the scope of value destruction is growing.”

— Roger Spitz

135. “The value of intangibles derived from intellectual property rights and trademarks from brands, inventions, software code, and programs has never been higher.”

— Roger Spitz

136. “Maybe the existential risk is not machines taking over the world or reaching human-level intelligence, but rather the opposite where human beings think like idle machines – unable to connect the emerging dots of our complex, systemic world.”

— Roger Spitz

137. “The power of an idea can never be understated, but an idea is worthless until other people know about it.”

— Roger Spitz

138. “Foresight does not seek to predict, but to drive imagination to inform decision-making and the actions required today in light of the potential futures ahead. Foresight prepares you for the swerves.”

— Roger Spitz

139. “The more you practice thinking on your feet and the more you prepare for future scenarios, the better you get at improvising when they arise.”

— Roger Spitz

140. “Information affects the very fabric of society. It could be the primary weapon in the future of war, and it could determine the future of humanity.”

— Roger Spitz

141. “The magic happens when intersections create new combinations.”

— Roger Spitz

142. “With complex, systemic challenges such as climate, there are no individual winners. Collectively addressing carbon impact means we all win, or we all lose.”

— Roger Spitz

143. “As algorithms become the most important decision-makers in our lives, the question is not only whether we can trust AI, but whether we can trust that we understand AI well enough.”

— Roger Spitz

144. “Fast-changing environments drive new opportunities and gaps. Agility means finding those gaps and exploring them.”

— Roger Spitz

145. “The future is hybrid. In a liminal world, there are no industry boundaries.”

— Roger Spitz

146. “Our complex world is unpredictable and subject to dynamic change that can yield disproportionate and incomprehensible impacts. Relying on arbitrary assumptions does not help quantify the unquantifiable, nor make the unknowable known.”

— Roger Spitz

147. “In a systemic world, there is no such thing as a discrete or isolated event – impacts cascade and spill over.”

— Roger Spitz

148. “Master communicators listen to understand what people are saying, know how to use storytelling as a means of persuasion, and generate a gravitational pull towards their brands and offerings.”

— Roger Spitz

149. “To achieve alignment by stakeholders across time horizons, long-term thinking needs to prevail in a world of endemic short-termism.”

— Roger Spitz

150. “Exercising the muscles for long-term thinking can make you visionary.”

— Roger Spitz