The biggest problem is typically overly ambitious expectations combined with undercapitalization.

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.

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.

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).

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.

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

Marketing has long known how to exploit fads and how to develop trends.