As Jack Welch so skillfully demonstrated while he led GE, Market Leadership is the one real strategy that has long-term staying power. H mandated that GE would be No. 1 or No. 2 in every market it was in, or it would get out. It was a “Market Leader or nothing” strategy, and it served GE well.

Apologies in advance if any of the content in this article offends political sensitivities and affiliations; it’s certainly not the intention.  Judging by the press and social media, to most people in the UK and probably in Europe as a whole, it appears that the election of Donald Trump as president of the USA is beyond surprising.  But digging beneath ...

We are all living longer than we used to but the companies we work for are not. Corporate life expectancy is at a serious decline. Our life expectancy has increased by almost 30% in the last 80 years but corporate life expectancy has fallen by almost 500% in the same period. This rapid rate of decline started in the 60s ...

Many articles these days talk about reasons why companies should consider innovation as a core discipline. A quick Google search on “why innovate” produces 23,600,000 results. There is a plethora of opinions regarding innovation and why it is important. Competition is usually one of the reasons but not the only one, especially when looking how the world will be in the near future. Innovation becomes a critical survival skill when looking at...

In this article I describe Disney’s new simple, but revolutionary business model and expose the marketing premise behind it that over the next decade will help Disney bring in over $300 Billion in net new revenues.

Innovating with purpose requires a clear strategy that aligns with business goals. Easier said than done. Here are three pragmatic starting points for an innovation strategy that delivers on growth expectations.

I’m a little nervous then about Eric Reis’ statement because the product is really the end result of a product strategy. But the end result of a successful business strategy is a sustainable and profitable business, not just a viable product.

Ultimately, just like your business strategy, your innovation strategy needs to be focused. It can’t be all things to all people. It must be able to stand on its own.

The two ingredients which I think GREATLY enhance a leader’s (CEO or senior executive) ability to win are: Constant and Uber paranoia, combined with Unconventional (unobstructed) thinking..

Most companies are at the halfway point in their strategic plans. Are you still on track to win with yours?