Deeply appreciate these insights. I’d think operations and innovation-based specialists can address a litany of various problems together, other than just these. I

A question: what other spaces do you feel operations and scale technicians can learn from startup aficionados? I’m thinking about Christensen’s the “Innovator’s Dilemma” when massive organizations fail because they’re exposed to the startup disruptors.

What considerations should people have at that later stage to make sure they don’t fall into such a trap?