CHAPTER TEN THE ROLE OF SENIOR EXECUTIVES IN LEADING NEW GROWTH
How should senior executives allocate their time and energy across all of the businesses and initiatives that demand their attention? How should their oversight of sustaining innovations differ from their mode of management in disruptive situations? Is the creation of new growth businesses inherently an idiosyncratic, ad hoc undertaking, or might it be possible to create a repeatable process that successfully generates wave after wave of disruptive growth?
The senior executives of a company that seeks repeatedly to create new waves of disruptive growth have three jobs. The first is a near-term assignment: personally to stand astride the interface between disruptive growth businesses ...
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