How can legacy leaders remain vital—to preserve and develop their capacity for growth, risk taking, innovation, and long-term success?
By traditional performance metrics, large businesses are in a more comfortable position now than they have been for several decades but it is important to not get too comfortable.
Virtually every business is now a technology business and an information business, and is potentially vulnerable to disruption by digital challengers.
Michael Ringel shares strategies for companies to tap into external innovation.
The world is about to undergo a Schumpeterian cycle of creative destruction.
A common view of strategy execution holds it’s distinct from strategy, harder to pull off, and more critical to success but such a simplistic view can be misleading.
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