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

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).

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

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.

The first mistake is believing that transformational initiatives can be accomplished through normal channels and means. This cannot be done because there are too many conflicting interests that are competing to impede. The second is mistaking incubation for transformation and concluding that failure to achieve escape velocity is due to lack of innovation. It never is. It is always do to lack of leadership focus and, especially, fortitude.

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

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