Nickisch

CURT NICKISCH: Do you feel like the social costs of disruption are, I guess, underestimated?

CURT NICKISCH: For the third commonality that has come out of these interviews, you find that founders and the leaders you talk to, they really have an appetite for failure.

CURT NICKISCH: I don’t think you’re alone.

CURT NICKISCH: I think it’s easy for someone to imagine people in creative fields getting stuck, right?

CURT NICKISCH: Once people or organizations have imagined new markets and new opportunities that are wholly new spaces, where are the stumbling blocks when it comes to seizing those and realizing them?

CURT NICKISCH: You got those pre-orders from the Kickstarter, then you have to start doing a business.

CURT NICKISCH: Do you think it’s the job of business and business leaders to do this now?

CURT NICKISCH: Oliver, and Kate, thanks so much for coming on the show to talk about this.

CURT NICKISCH: That’s so interesting and it’s just magic words of course through a communication professional right, to hear that oh, we actually learn things by talking to each other.

CURT NICKISCH: Yeah, what about, let me ask a lawyer question then here.

CURT NICKISCH: If other CEOs or other leaders reach out to you and ask, how should I be thinking about this, what kind of advice do you give them?