When Hierarchy is not an Option: A New Organizational Model For Fast-Moving Contexts


Earlier this month, I spoke at the Human Resources Directors Conference in the United Kingdom. At the conference, I shared some material excerpted from my forthcoming book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen, about how easy it is for executives to get trapped into an old way of thinking—and the new type of leadership model that is required in today’s highly transient advantage contexts.

10 Ways to Prepare for Career Changes in the Transient Advantage Economy

10 Ways to Prepare for Career Changes in the Transient Advantage Economy

In the world of strategy, there’s been a long-held belief in a sustainable competitive advantage—you find an attractive place in an attractive industry, throw up entry barriers, and exploit the advantage for a long period of time. However, in more and more parts of our economy, competitive advantages just aren’t lasting as long as they used to, and companies are having to continuously refresh their competitive advantages as they become irrelevant.

How to Lead an Organization Through an Inflection Point


I was recently at a conference with Curt Carlson, a brilliant leader of innovation who for many years ran SRI, the research organization responsible for the invention of Apple’s Siri and many other multi-billion dollar products. The SRI story is one of an astonishing turnaround—when he took over as CEO in 1998, the organization had been losing money for years and was on the brink of having to close its doors. Worse yet, the culture he inherited was described by many as toxic.

There is Such a Thing as a Repeatable Startup Methodology

There is Such a Thing as a Repeatable Startup Methodology

Among the many myths that corporate types have about startups (whether standalone or of the corporate variety) is that there is some kind of alchemy involved.  Sort of “Steve Jobs arrives on a clamshell and the world is changed forever!”  They think growing new businesses requires some instinctive DNA that founders are born with and that other mere mortals will never possess.

Fear of Self-Cannibalization, Facebook Early Warning

Fear of Self-Cannibalization, Facebook Early Warning

In this insightful article, Kara Swisher notes that one big reason that Instagram’s co-founders, Kevin Systrom and Mike Krieger, decided to leave was that the popular site was pulling users away from the “big blue” platform that is the core Facebook product.  Clanging sounds of early warnings of early-stage fading of advantage!

How Digital is Changing the Business of Getting Stuff from A to B


There are trillions up for grabs in the business of delivering things right to you, no matter where you are. A sector reeling from the cumulative effects of digitization is the global logistics business. In what our colleague, Michael Sikorsky, calls “the second half of the chessboard,” we can anticipate some significant inflection points in the business of logistics, involving innovative digitally-enhanced business models, the instrumentation of basically everything and the impact of the experience economy on product-centric business models.

Privacy and Property Rights – An Emerging Inflection Point in the Use of Personal Information?

Privacy and Property Rights

When I was young, the go-to source for important information was a reference book, like the Encyclopedia Brittanica. It kept its secrets about who I was, what I read, which sections got attention, and which didn’t. Those who watch over reference books, the librarians, are the custodians of human knowledge embedded in the materials in their care. They have long been admonished to maintain an ethic of  “facilitating, not monitoring, access to information”.

One Reason Tesla Lost $10 Billion In Market Capitalization In A Breathtakingly Short Period Of Time


Understanding investor psychology can be baffling and frustrating for the managers of publicly traded corporations.  For instance, despite what many would regard as a stellar track record of proven performance, CEO Mark Fields was fired at Ford.  Apparently, the company’s success at making vehicles like its 150 truck the ride of choice for wealthy Americans (even besting longstanding luxury brands such as BMW and Audi) combined with Field’s determination not to be left behind by potential disruptions in the mobility business just weren’t enough.