The Whole Enterprise Of Teaching Managers Is

If You Ask The Average Guy On The Street To Name Five Companies That Have Truly Transformed Themselves Over The Few Decades, Hewlett-packard Would Be On Everybody's List. You'd Also Put On This List Ge And Johnson & Johnson.

You Can't Find Returns In Investments You Haven't Made.

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.

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.

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.