When you are incubating new ideas, "Don't put all your eggs in one basket" is very good advice. But when you are seeking to transform your enterprise's portfolio by scaling a fledgling business to material size - say ten percent of total enterprise revenue - then it is imperative that you make that the singular focus of everyone in the enterprise for the two to three year period it is likely to require to reach its tipping point. Expecting to do two such scaling efforts in parallel is simply folly, yet that is what the "eggs/basket" idea is often used to justify.

The increasing presence of cloud computing and mobile smart phones is driving the digitization of everything across both consumer and enterprise domains. It is hard to imagine any area of human activity which is not being reengineered under this influence, either at present or in the very near future.

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.

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.

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

Sustaining innovation is the lifeblood of any enterprise. It is the time when we capitalize upon, and recover from, all the disruptive change prior. Most of the operating profits in the world come from sustaining innovation. Much of the market capitalization gains, on the other hand, come from disruptive innovations.

Sustaining innovations are the key to consistent performance, whereas disruptive innovations are the key to dramatic changes in power.