What matters in the new economy is not return on investment, but return on imagination

All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.

The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.

In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.

Are we changing as fast as the world around us?

Fact is, inventing an innovative business model is often mostly a matter of serendipity.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.