Lets Take The Best Of Our Ideas

Another Thing I've Observed Is How Critical The Role Of The Ceo Is When A Technology Truly Is Disruptive. In Looking Back On Companies That Have Successfully Launched Independent Disruptive Business Units, The Ceo Always Had A Foot In Both Camps. Never Have They Succeeded When They Spin Something Off In Order To Get It Off The Ceo's Agenda. The Ceos That Did This Had Extraordinary Personal Self-confidence, And Almost Always They Were The Founders Of The Companies.

In General, The Questions That Are On Our Mind Are The Same Questions That Have Been Driving Our Work Over The Past Decade. How Do We Bring Order To This Messy, Unpredictable World Of Innovation? How Can We Dramatically Improve The Chances Of Creating A Successful New-growth Business? How Can We Do This Again And Again? More Specifically, It Has Become Very Clear That The Fundamental Paradigms Of Market Segmentation And Branding Are Badly Broken - And We're Working On Developing More Useful Theories For These Dimensions Of Innovation.

If You Study The Root Causes Of Business Disasters, Over And Over You'll Find This Predisposition Toward Endeavors That Offer Immediate Gratification.

The Mistake Managers Often Make Is Defining Their Industry Too Narrowly. Digital's Market Share In The Minicomputer Market Stayed Very Robust Even As It Fell Off The Cliff. Disruption Seems To Come Out Of Nowhere, But If You Know What To Look For, You Can Spot Important Developments Well Before The Market Does.

Doing Deals Doesn't Yield The Deep Rewards That Come From Building Up People.