New Ways of Thinking and Acting


By Rod Collins

Today’s business leaders face a daunting and unprecedented challenge: The world is changing much faster than their organizations. Every business in every industry, with no exceptions, has been overwhelmed by a relentless accelerating pace of change. What makes this challenge so difficult is that there are no signs that things are going to slow down anytime soon.

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The Shift From Strategic Planning to Strategic Discovery


By Rod Collins

One of the most common and enduring practices of traditional management is the annual strategic planning retreat. These multi-day offsite gatherings of senior leadership teams are often the primary vehicles for charting the future course of the business. During these strategy sessions, teams will review and discuss analyses of past and emerging market trends, reflect upon the strengths, weaknesses, opportunities, and threats to the business, and outline the goals and objectives for both the short-term and long-term business cycles. This corporate ritual has become so ingrained in business culture that over the years strategy and planning have become almost synonymous terms.

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Ripe for Disruption


By Andrew Savitz

The health insurance industry is overdue for digital transformation. Will you be a disruptor or the disrupted?

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The People Problem Behind Blockchain


By Chad Hahn

Blockchain technology has the opportunity to fundamentally change how we operate — our businesses, our governments, and our communities. But its future has been jeopardized by human nature. Unless people can agree on standards, blockchain will never reach its full potential.

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The Dual Company


By Rod Collins

The heavyweight fighter Mike Tyson once famously quipped, “Everybody has a plan, until they get punched in the face.” While having a plan is better than not having one, the sage advice implicit in Tyson’s observation is that, in the end, it isn’t plans that separate the winners from the losers, but rather the agility to respond to the unexpected in real time. Increasingly, this advice applies to businesses, as the pace of change continues to accelerate. The five-year and ten-year strategic plans that used to be the hallmark of the well-run business have become less useful, and sometimes even fatal, in rapidly changing markets. Just ask Kodak and Xerox, each of whom almost certainly had long-term plans, and each of whom, in differing ways, were “punched in the face” by markets and competitors who had no regard for corporate plans or corporate visions.

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