We have embarked upon the world's largest and longest cocktail party, and every issue imaginable is up for grabs.

The only way an established enterprise can dramatically increase its stock price is by adding a net new high-growth earnings engine to its existing portfolio.

As a buying group, visionaries are easy to sell but very hard to please. This is because they are buying a dream - which, to some degree, will alwasy be a dream.

Without big data, you are blind and deaf and in the middle of a freeway.

Try to learn as fast as you can from the wizards and then steal what you can appropriate from them and use it to modernize your existing business model (without disrupting it).

If you ask why start-ups outperform established enterprises when it comes to catching the next wave, the answer is that they are not conflicted. Everyone is rowing in the same direction. That is never the case in a company that has a portfolio of businesses at different stages in their maturity. So the key to winning there has to be to "zone out" the conflicts - sort of like sending quarrelling children each to their own room.

To fix the business, to bring it back to health, you must assimilate enough of the disruptive innovation to modernize the operating model without jettisoning your business model. This typically requires new leaders and definitely requires new (if temporary) rules. The CEO is the only person who can dictate the correct terms in a timely manner and maintain the enterprise's commitment to those terms for the duration of the rehabilitation effort.