This book suffers from some of the same generic observations and biases outlined in The Halo Effect. Despite that, there are some interesting passages that I'm going to write down and try to integrate into my own career.

It is time to take a look at your business, if you see any of these:

• Are top tier venture capitalists funding businesses intent on attacking a segment of your core business?
• Are sophisticated recruits in interviews asking tough questions about your fundamental business model?
• Is a new competitor beginning to gain surprisingly rapid market share in a marginal segment of your business that you once controlled?
• Is the value chain being unbundled? Are new competitors trying to control the value chain?
• Are there fast adjacent growth segments?
• Are regulatory changes affecting your core?

• Very few companies actaully grow profitably and sustainably, but all plan to do so.
• Building unique strength in a core business is the key to subsequent growth.
• Most management teams underestimate the growth potential of their core business and fail to mine all of its hidden growth.
• Most successful expand into local adjacencies that have shared economics and reinforce the core.
• Industry turbulence may require the redefinition of the core.

1. What is the most tightly defined profitable core of our business and it is growing or shrinking?
2. What defines the boundaries of the business and where will the boundaries shift?
3. Are there new competitors at the fringe?
4. Are we uncovering the hidden value or our core?
5. What is the full set of the potential adjacencies to our core business?
6. What is our point of view on the future of the industry?
7. Show growth be inside the core, next to, or outside the core?
8. Is industry turbulence changing the competitive advantage?
9. Are enablers and inhibitors in the right balance to achieve the goals?
10. What are the guiding strategic principles that should be applied to all of our decisions?