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In my experience, teams usually end up with a minimum of two and a maximum of five groups of alternatives.

There’s a tool that can help you test whether your deliberate strategy or a new emergent one will be a fruitful approach. It forces you to articulate what assumptions need to be proved true in order for the strategy to succeed. The academics who created this process, Ian MacMillan and Rita McGrath, called it “discovery-driven planning,” but it migh

The reinventors’ logic was: 1. What’s most important to the customer? 2. Where can we make a profit? 3. How can we gain market share in that space?

Find clusters of multiple and diverse innovations, extract the underlying customer-centered insight, and look beyond the success or failure of a single innovation.

Every successful large technology company uses this system. It has no single name—Google, for example, calls theirs Objectives and Key Results, or OKRs—but the systems are essentially the same from company to company. They share the following key functions: Setting vision and goals for the company, each department, and each individual on a regular

When you get really big, you’ll need to decide whether to organize the entire company around functions (for example, sales, marketing, product management, engineering) or around…

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The first component of a responsive enterprise is an executive vision that expresses how the organization intends to prosper in the future.