Disrupt, or be disrupted
Corporate strategies for an increasingly disruptive world

A typical smart phone today has more than four times the processing power of a typical supercomputer built in the 1980s. Humankind has created more data in the past two years than in all of previous human history.

With the pace of technology development - artificial intelligence, machine learning, cloud and blockchain - continuing to increase, how can firms prepare to disrupt first before they are disrupted?

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EXPLORE INSIGHTS

Five strategic questions to consider:

mobile Created with Sketch. Are firms being r ewarded for their investment decisions, specifcaly those longer-duration opportunities designed to ensure they are disrupters rather than disrupted? 1 What tools should be used to measure the long-term value creation potential of investments? 2 What financing strategies should accompany these long term disruptive growth investment strategies? 3 How should disruptive capital allocation decisions be communicated to management teams, boards and investors? 4 What are the risks and potential mitigating strategies of investing in growth optionality that can maximize the opportunity for a company to be a disruptor, and may minimize the risk of being disrupted? 5

With the right combination of capital allocation, financial policies, communication and structuring strategies, firms can minimize their risk of being disrupted, and maximize their future value potential of being a disruptor.

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