Because Of The Disruption Phenomenon - Technological

Businesses Want To Think In Terms Of Categories. Consumers Want Us To Think In Terms Of Their Needs.

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.

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.

Year After Year After Year, People Write Books About Managing Innovation Or About Leadership, For Example, Without Ever Going Through The Pain Of Saying, "this Kind Of Leadership Will Cause This Result In These Circumstances And A Very Different Result In Those Circumstances." This Is Academic Malpractice Of The Worst Kind.

Whenever We Have Thanked These Men And Women For What They Have Done For Us, Without Exception They Have Expressed Gratitude For Having The Chance To Help - Because They Grew As They Served.