DETECTING MARKETPLACE FAULT LINES Over the course of 160 years, Aetna had grown into one of America’s premiere insurance companies. But in 2010, incoming CEO Mark Bertolini made a case to the board of directors for major change despite strong growth and steady profits. He was driven in part by personal experiences that left him… Read More


From time to time, the basis of competition in an industry shifts so dramatically that shifting with it requires a new long-term vision that calls for the organization to do things it never would have done in the past. The hardest part is connecting long-term goals to near-term actions — especially when those new actions […]… Read More


Most executives will admit that their companies don’t innovate in a reliable, orderly way. Too many breakthroughs happen only because of serendipity or individual heroism. Great ideas remain locked inside employees’ heads, and the concepts that are developed often aren’t the most promising. But there is a way to make innovation more systematic—without massive investments, restructuring, or even a single hire. In this article the Innosight authors explain how a company can build a “minimum viable” innovation function, in just three months.… Read More