The seeds of Seeing What’s Next were sown almost a decade ago with the publication of the first article describing the phenomenon of disruptive innovation. Readers sensed that the concepts of disruptive innovation were strategically important; but when they asked for guidance in addressing the opportunities and threats that disruption creates, it was hard to offer convincing solutions. Although a few companies had grappled successfully with disruption on occasion, no company had consistently done it well. There just wasn’t enough data from the past from which to draw conclusions. Somewhere along the line, I realized that the paralysis I was experiencing had its roots in a flawed paradigm that has guided much of the way we train ...

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