Don't think you have to be the disrupter to win. A fast-following disruptee will do very well if you can bring your existing customers and ecosystem along with you.

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.

Systems are corporate funded mechanisms for increasing efficiency; programs are user funded mechanisms for increasing effectiveness. Programs should generally be charged back to users, systems should never be. Allocating corporate overhead to the operating units is simply a mistake.

Without big data analytics, companies are blind and deaf, wandering out onto the Web like deer on a freeway.

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

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.

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.