Our past success, and a desire to enjoy the associated rewards to the full, lead many firms into denial and sluggishness in the face of needing to adjust to a potential disruptive offering from somewhere else; particularly if we don’t take that “somewhere else” very seriously.

Another culprit that makes what Fischer calls “slooowprise” so deadly is leadership overconfidence, or hubris; the belief that we know what we’re doing, despite everyone else starting to do something different, can be a killer.

Read full article » forbes.com/sites/billfischer…

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