The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ab… - Gary Hamel

New business concepts are always, always the product of lucky foresight... The essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision.

Our fifth premise is that the resource allocation task of top management has received too much attention when compared to the task of resource leverage.

Whatever market a company might dominate today, it is likely to change substantially over the next ten years. There's no such thing as "sustaining" leadership; it must be reinvented again and again.