While M&A as a lever to drive growth, innovation, and transformation is more vital than ever, most companies struggle to use M&A effectively. Leaders often attribute this struggle to the difficulties of executing or integrating M&A, but we believe that the root cause is more fundamental: a failure to link M&A to a strategy for… Read More

Detecting marketplace “fault lines” is the key to building the case for preemptive change. Read the article in the new issue of Harvard Business Review.… Read More

Corporate leaders generally view the emergence of disruptive technologies with dread. After all, disruption has led to the downfall of many a great company ranging from Kodak to Nokia, and even the most sophisticated companies struggle to respond to disruption. For those that have survived industry disruption, such as IBM and Intel, the experience has […]… Read More

One of the safest bets in the corporate world is that a splashy acquisition will end up disappointing. You won’t make money every time you take that bet — Google’s purchase of Android sure paid off, for instance — but the successes are more than balanced by disasters like the merger of AOL and Time […]… Read More

When should incumbents be afraid — very afraid? At the moment that a disruptive innovation crosses into the mainstream market and establishes itself as a viable competitor, the third stage in a disruptive innovation’s life cycle. You might think a response at this late phase would be too late — but there are still ways […]… Read More

In this new Harvard Business Review article, Innosight founder Clayton Christensen and partner Andrew Waldeck say that by taking a business model approach to evaluating potential deals, companies can better determine whether they are buying the right company at the right price.… Read More

In this Bloomberg Business Week article, Mark Johnson discusses why many mergers and acquisitions fail dismally. That is because executives don’t understand what they’re really buying.… Read More