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Dual Transformation
How to Reposition Today's Business While Creating the Future
By: Scott D. Anthony, Clark Gilbert, Mark W. Johnson

Blending case studies from global organizations like Adobe, Johnson & Johnson, and Aetna, first-hand reflections from leaders like Ford CEO Mark Fields, as well behind-the-scenes insights from the authors' own experiences, this book will guide executives through the journey of becoming the next version of themselves, allowing them to own the future, rather than be disrupted by it.

Leading Transformation
Executive Briefing | May 2017

New research ranks the 10 global companies that have achieved the highest impact business transformations over the past 10 years

Conference Highlights | December 2017

The most successful organizations are the ones most resistant to change. Leaders lack incentives to invest in innovation that won’t pay off within three to five years. In the absence of a clear and present crisis, leadership teams often cannot reach consensus on whether to do anything new and different.

Industry Horizons | October 2017

Learn why the jobs to be done approach to healthcare delivery is particularly suited to solving the pressing issue of chronic disease management.

Industry Horizon | May 2017

Strategies for leaders who aim to build a future of better health and lower costs

Jobs To Be Done
Book | October 2016

The long-held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don't buy products or services; they "hire" them to do a job. The "jobs to be done" approach can be seen in some of the world's most respected companies and fast-growing startups. In this book, Innosight cofounder Clay Christensen, Senior Partner David Duncan and others show how the jobs framework can help companies improve their innovation track record.

Article | December 2015

No business survives over the long term without reinventing itself. But knowing when to undertake strategic transformation—when to change a company’s core products or business model because of impending industry disruption—may be the hardest decision a leader faces.