John Sviokla

Three new kinds of capital give companies a new source of leverage and power.

When you know the probabilities of future events, including your own processes, you can hedge their risks in more strategic ways.

Businesses need to develop their behavior, cognitive, and network capital so they can create and capture value that competitors can’t erode.

During the next few years, says GE Digital’s leader, the Industrial Internet will turn every company into a digitally empowered enterprise.

As digital becomes the new normal, a few generic strategies that can help you determine where and how to create value. Which one is best for your enterprise?

Until you grasp Turing’s theory of computability, Coase theorem of transaction costs, Bell’s law of computer classes, Baldwin and Clarke’s concept of modularity, and Nakamoto’s law of the distributed ledger, you’re not prepared to lead a digital company.

Self-made billionaires offer powerful examples for established companies eager to reclaim industry leadership.

Four strategies that work in this dynamic new world.

Many companies undervalue their highest-potential talent: the leaders who create new businesses.

The best leadership team contains both innovative producers and recognized performers. Unfortunately, many companies expect a single individual to fulfill both roles. For more related insights, listen to “What Makes Self-Made Billionaires Different.”

They don’t just generate results. They produce breakthroughs.

Five indicators reveal when your sector is about to be transformed by dematurity.