Moneyball recently came back to Netflix, so my wife and I took the opportunity to watch it for the umpteenth time. It’s an amazing movie. Billy Beane’s quest to change baseball by fully adopting an advanced metrics approach is inspirational, and is allegorical to disruption in any industry.In any industry, the status quo likes being the status quo, and accordingly will resist any efforts by an outsider to change things. Meaning that outsiders must push against mighty forces of inertia, often alone. While in startup lore the outsider has this incredible product which is secretly printing money (unbeknownst to the establishment) and taking over the world and it’s just a matter of releasing it and scaling, Moneyball presents a more typical story of how this process happens. The outsider has a hunch, some very-much-insufficient supporting data, and is simply willing to risk more than others are to see if his hunch is right. Throughout the movie Beane’s resolve is tested. Throughout the majority of the disruption process Beane is confronted with the possibility of his whole approach being wrong, and the failure and ridicule that that would bring.Even inside his own team, members of the status quo (who in any industry are often necessary to bring a new disruptive product to market, but who nevertheless carry the risk of status quo thinking) push against his goals, and tell him all the reasons why his approach is wrong. Why he should just give up and build a team how they’ve always been built. As the disruptor, Beane’s charge is just to keep going despite the resistance. To barrel ahead despite the reasons not to. Disruptive tech (be it an app or a system of analyzing player value) isn’t recognized as such until after the fact, and until that point the leader simply has to keep pushing against the system, often for no other reason than a stubborn refusal to give into the pressure.After he’s “convinced” his team (quotes because he simply fires some of them) to let go of his “best” players and sign people with higher OBP (on base percentage) regardless of their conventional value, then the pressure really ramps up.The product on the field doesn’t seem to work. For the first dozen or so games, his newfangled approach to team construction seems to be failing, providing early data that “proves” the old way is best. The data from the early disruption flies in the face of his hypothesis (typical in the disruption journey as well; at the early stages, success is often indistinguishable from failure when measured based on the traditional metrics of such things — wins and losses, in this case), providing yet another reason to simply give up and join the system.He keeps going.“A good process produces good results.” — Nick SabanThis is where Moneyball offers a critical lesson in the journey of disruptive technology, and why I think the movie as a whole is so instructive. At this moment, with all the traditional reasons to quit, Beane keeps going because the actions he and his team are taking (optimizing for OBP) are consistent with success, never mind that they’re currently failing.He sees that, in the long term, actions are more important than results. I can think of no better foundation for entrepreneurial success.Faced with a team losing games, universal criticism from the industry for his approach, and every other reason to quit, Beane doubles down on his belief that optimizing for OBP will, at the end of the day, be the key to winning more games than constructing the most talented team. He sees his team getting on base, and trusts his system to, over time, translate that into wins. And it does.This is echoed in the NBA over the last 10 or so years, with Darel Morey, former GM of the Houston Rockets, playing the role of the disruptor. “Moreyball,” as it’s called in the NBA, is built on the foundational belief that three-pointers are the most valuable shots in basketball, followed by layups/dunks, and that all other shots should be avoided. Around this belief (which, like Beane, eschews conventional wisdom in favor of simple math), Morey constructed a roster that could hit threes and dunks, and instructed them to let shots fly — never mind if you make them.In hindsight the efficacy of this approach is obvious, with every NBA team shooting 40 three pointers per night. As the Athletic described it last week, “results, often, are the least important thing. The process of what happens does matter, and following the numbers to their logical conclusions — about shot location, which players play best with one another, how to defend individual opponents and their teams, and so on — is just logical.” But for the first half decade Morey seemed misguided. His approach of focusing on shooting threes — not making them — seemed ridiculous, all the way up until they started winning. Then it became self evident. At this point, if you don’t shoot 40 three pointers per night you’re doing it wrong.“We should work on our process, not the outcome of our processes.” — W. Edwards DemingSuch was the story with Billy Beane and baseball. Beane’s A’s looked like a misguided science project until they rattled off an AL record 20-wins in a row. Now, every team in baseball has followed suit.Moneyball, like Moreyball, is a microcosm of what real disruption looks like. We think of it as a founder brashly moving a bunch of old stodgy guys’ cheese, collecting accolades and customers and revenue and rewriting the industry in a flash. But that’s only what disruption looks like after it’s recognized. Before that, it’s simply an entrepreneur with an idea that SHOULD work, pushing it up a hill while everyone in the world tells him why it won’t. While conventional success metrics tell him he’s failing.It’s an entrepreneur focusing on micro actions supported by an unproven hypothesis, rather than results.And, when that new way of thinking finally proves its efficacy by disrupting the old paradigm, of course the entrepreneur feels vindicated, righteous, excited, proud and all the things that you’d suspect. His novel perspective and a hell of a lot of persistence upset an entire industry; those emotions come with it.But given what it is really like to disrupt an industry, after so many sleepless nights and doubts as to whether he was simply crazy for betting his career on an unproven concept, second guessing himself at every turn but persisting anyway, given all that, when finally proven right, the first thing Beane feels is relief.If you’re a disruptor, trust the process. And keep going, friends. Second guessing yourself is part of that process.———From Second Mountain Startup the weekly newsletter for purpose driven entrepreneurs. see hubwealthy.com/wealthy