Because We Employ No Professional Preachers, It

To Prop Up The Stock Price, Managers Have To Turn Down The Screws On Everybody. That Forces Them To Cancel All The Projects That Would Lead To Future Growth In Order To Drop Money To The Bottom Line. This Is Hp's Dilemma Today. Once A Company's Growth Has Stopped, The Game As We Have Known It Is Over. It's A Scary Thing.

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.

How Can You Make Sense Of The Future When You Only Have Data About The Past?

Regulatory Fiat Cannot Create A Market At A Technologically Interdependent Interface. And By The Same Token, Regulation And So-called Monopoly Power Rarely Prevail At Modular Interfaces Between Stages Of Value-added Technology.

Because If The Decisions You Make About Where You Invest Your Blood, Sweat, And Tears Are Not Consistent With The Person You Aspire To Be, You’ll Never Become That Person.