CHAPTER 7
Mastering Emergent Strategies
HAVING A STRATEGY that appears to fit a pattern of success and produces off-the-chart readings on the Disrupt-o-Meter is a great start. The work of the innovator has just begun, however. With the assessment in hand, the next challenge is deciding what specifically you should do to take an idea forward.
The journey can be perilous. Recall Apple’s efforts in the early 1990s to pioneer the personal digital assistant (PDA) market. It famously invested millions to create its widely pilloried Newton product. It wasn’t just Apple that got it wrong, however. Sony, Motorola, Hewlett-Packard, and a number of other leading companies also failed in their efforts to create this category. All told, companies squandered ...
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