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Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World
The proven, effective strategy for reinventing your business in the age of ever-present disruptionDisruption by digital technologies? That's not a new story. But what is new is the "wise pivot," a replicable strategy for harnessing disruption to survive, grow, and be relevant to the future. It's a strategy for perpetual reinvention across the old, now, and new elements of any business.Rapid recent advances in technology are forcing leaders in every business to rethink long-held beliefs about how to adapt to emerging technologies and new markets. What has become abundantly in the digital age, conventional wisdom about business transformation no longer works, if it ever did.Based on Accenture's own experience of reinventing itself in the face of disruption, the company's real world client work, and a rigorous two-year study of thousands of businesses across 30 industries, Pivot to the Future reveals methodical and bold moves for finding and releasing new sources of trapped value-unlocked by bridging the gap between what is technologically possible and how technologies are being used. The freed value enables companies to simultaneously reinvent their legacy, and current and new businesses.Pivot to the Future is for leaders who seek to turn the existential threats of today and tomorrow into sustainable growth, with the courage to understand that a wise pivot strategy is not a one-time event, but a commitment to a future of perpetual reinvention, where one pivot is followed by the next and the next.
289 pages, Kindle Edition
Published April 23, 2019
152 people are currently reading
465 people want to read
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Displaying 1 - 13 of 13 reviews
August 30, 2020
A great book that talks about different industries and how technology is changing them forcing them either out of business or to adapt to new ways of working. Mentions the companies which survived and those that didn't. Features biggies like Amazon, Netflix, Google, Reliance Jio, etc.
A worthwhile read, if only to reiterate that change is the only constant - more so in this day and age.
A worthwhile read, if only to reiterate that change is the only constant - more so in this day and age.
April 17, 2025
ensuring that reinvention becomes a way of doing business – not just a reaction to crisis
“Our research showed that consistent value release requires companies to give away much more value to others, including customers, suppliers, and ecosystem partners, than they keep for themselves, perhaps by as much as a ten to one ratio. So if your approach to innovation investment is limited to opportunities where you can retain all or even most of the value you create, you’re ignoring the biggest opportunities.”
use for bt:
- The pace of change in today’s business world is relentless. Industries that once seemed stable are being upended by new technologies, shifting consumer expectations, and ever more disruptive competitors. Companies that cling to outdated models risk falling behind, while those that embrace reinvention have the chance to unlock new growth. But transformation isn’t just about adopting the latest technologies or chasing the next big thing – it requires a fundamental shift in how businesses operate, invest, and think about the future.
- technology is advancing faster than most businesses can keep up with. Every day, new tools make it easier, cheaper, and more efficient to meet customer needs. But while opportunities are constantly emerging, many companies fail to act on them, leaving value trapped inside outdated business models. When this happens, disruptors – whether startups or fast-moving competitors – step in and capture that value for themselves. The companies that fail to adapt don’t just lose future growth. They risk losing everything.
- While traditional retailers were cutting costs and reducing staff, digital players were making shopping effortless. By 2019, half of U.S. households had Amazon Prime memberships. Sears, once a retail giant, had lost as much revenue as Amazon had gained. The shift wasn’t inevitable – retailers had decades to adapt. But instead of embracing technology, many resisted it, allowing disruptors to dominate.
- This failure isn’t just about retail. Across industries, companies struggle to move beyond their existing systems. They focus on short-term stability, not long-term reinvention. They invest in technology, but only for small improvements, never fully committing to innovation. The cost of computing, automation, and AI has dropped dramatically, making it easier than ever to improve efficiency and personalize customer experiences. Yet many businesses still operate as if technology is an optional add-on rather than a fundamental driver of success.
- To avoid being left behind, you need to rethink how your company uses technology. Don’t just add digital tools – build your business around them. Instead of seeing innovation as a risk, recognize it as the only path to sustainable growth. Focus on releasing trapped value: reduce inefficiencies, improve customer experiences, and look for untapped demand. The companies that thrive aren’t the ones that resist change. They’re the ones that see it coming and act before it’s too late.
seven strategies to stay ahead in times of disruption
- it’s clear that many companies fail to adapt when their industries shift. They resist change, hold onto outdated models, and watch as faster, more agile competitors take over. But businesses that thrive in disruption follow a different approach. They anticipate change, act quickly, and consistently unlock new growth. They do this by applying seven key strategies that keep them ahead.
- Strategy number one is to embrace technology, not just to improve efficiency but to drive innovation. Companies that embed digital tools into their core operations aren’t just prepared for change – they shape it.
- Strategy number two is staying hyper-relevant to your customers. Businesses that anticipate customer needs – rather than reacting to them – gain a lasting edge
- The third strategy for keeping ahead of the times is data. But data only works if used correctly, smart data use can create entirely new markets.
- Successful businesses rethink ownership – which is strategy number four. they focus on flexibility and free up resources for growth.
- Growth strategy number five goes beyond profits. Leading businesses create value for all stakeholders. companies that prioritize long-term impact gain stronger customer and investor trust.
- Workforces must also evolve. This is strategy number six. Employees want adaptability, and businesses that invest in their workforce stay ahead.
- strategy number seven: harnessing networks and partnerships. companies that collaborate compete better and help define the future.
Disruption isn’t a one-time event. The businesses that win aren’t the ones that resist change, but the ones that embrace it and act before competitors do. Apply these strategies, and you won’t just survive disruption – you’ll lead it
balancing, the old, the now, and the new:
- Many companies know they need to change but struggle to make it happen. Some focus too much on their current business and don’t see the future coming. Others rush into new opportunities without the resources to support them. The companies that consistently outperform their competitors take a different approach. They master what’s called the wise pivot – a strategy that balances where they’ve been, where they are, and where they’re going
- A wise pivot isn’t about making a single bold move. It’s about managing three business stages at once. There’s the old, which includes legacy products and services that are still profitable but slowing down. There’s the now, the core business that’s growing but will eventually face saturation. And finally, there’s the new, the emerging areas that could fuel future growth but are still uncertain. Most companies focus too much on one of these stages and neglect the others.
- maximizing profit from legacy businesses, scaling core operations, and building the capabilities needed to lead in the next wave of innovation. And in a world where disruption is constant, that’s what separates those who struggle from those who lead.
tba if relevant:
- But maintaining this balance is only part of the challenge. For companies to turn strategic decisions into real impact, they must scale effectively, growing their core business while expanding into new areas without overextending their resources. Scaling is about executing growth in a way that builds resilience and long-term sustainability
- growing companies also need to push their core businesses forward. Google dominates search, but it never treats its leadership as guaranteed. The company continuously invests in improving search algorithms, expanding its advertising business, and creating new revenue streams through hardware and cloud computing. Instead of simply maintaining what works, it ensures that its core remains a source of competitive advantage.
- Without a clear plan, even the most promising business adjustments can lose momentum before they deliver results.
strong leadership and adaptive culture drive business innovation:
- Even with the right financial strategy and a well-trained workforce, reinvention stalls without strong leadership and the right culture. Leaders set priorities, define company values, and shape decision-making, while corporate culture determines whether employees embrace change or resist it. A company’s ability to adapt isn’t just about having skilled workers—it’s about having an organization that encourages innovation, rewards risk-taking, and stays aligned in the face of disruption. Without these elements, even the best-laid transformation plans struggle to take hold.
- Leadership plays a decisive role in balancing stability with disruption. Effective leaders understand when to maintain core operations and when to take risks
- An adaptive workforce is just as important. The rapid evolution of AI and automation is reshaping industries, but the companies that thrive use technology to enhance employees rather than replace them.
- Mercedes-Benz adjusted its approach to automation by recognizing that while robots improve efficiency, they struggle with customization. The company introduced collaborative robotics to work alongside humans, keeping employees in roles that require flexibility and precision. Similarly, Stitch Fix uses AI to assist human stylists rather than replace them, combining machine efficiency with human creativity to provide highly personalized fashion recommendations.
- Corporate culture must also evolve to support reinvention. Companies that resist change often struggle when disruption accelerates
- or a pivot to succeed, leadership needs to embrace new ways of working, employees must have opportunities to develop new skills, and culture must support both stability and change. Companies that manage this balance position themselves to adapt, compete, and grow in an era of constant disruption.
“Our research showed that consistent value release requires companies to give away much more value to others, including customers, suppliers, and ecosystem partners, than they keep for themselves, perhaps by as much as a ten to one ratio. So if your approach to innovation investment is limited to opportunities where you can retain all or even most of the value you create, you’re ignoring the biggest opportunities.”
use for bt:
- The pace of change in today’s business world is relentless. Industries that once seemed stable are being upended by new technologies, shifting consumer expectations, and ever more disruptive competitors. Companies that cling to outdated models risk falling behind, while those that embrace reinvention have the chance to unlock new growth. But transformation isn’t just about adopting the latest technologies or chasing the next big thing – it requires a fundamental shift in how businesses operate, invest, and think about the future.
- technology is advancing faster than most businesses can keep up with. Every day, new tools make it easier, cheaper, and more efficient to meet customer needs. But while opportunities are constantly emerging, many companies fail to act on them, leaving value trapped inside outdated business models. When this happens, disruptors – whether startups or fast-moving competitors – step in and capture that value for themselves. The companies that fail to adapt don’t just lose future growth. They risk losing everything.
- While traditional retailers were cutting costs and reducing staff, digital players were making shopping effortless. By 2019, half of U.S. households had Amazon Prime memberships. Sears, once a retail giant, had lost as much revenue as Amazon had gained. The shift wasn’t inevitable – retailers had decades to adapt. But instead of embracing technology, many resisted it, allowing disruptors to dominate.
- This failure isn’t just about retail. Across industries, companies struggle to move beyond their existing systems. They focus on short-term stability, not long-term reinvention. They invest in technology, but only for small improvements, never fully committing to innovation. The cost of computing, automation, and AI has dropped dramatically, making it easier than ever to improve efficiency and personalize customer experiences. Yet many businesses still operate as if technology is an optional add-on rather than a fundamental driver of success.
- To avoid being left behind, you need to rethink how your company uses technology. Don’t just add digital tools – build your business around them. Instead of seeing innovation as a risk, recognize it as the only path to sustainable growth. Focus on releasing trapped value: reduce inefficiencies, improve customer experiences, and look for untapped demand. The companies that thrive aren’t the ones that resist change. They’re the ones that see it coming and act before it’s too late.
seven strategies to stay ahead in times of disruption
- it’s clear that many companies fail to adapt when their industries shift. They resist change, hold onto outdated models, and watch as faster, more agile competitors take over. But businesses that thrive in disruption follow a different approach. They anticipate change, act quickly, and consistently unlock new growth. They do this by applying seven key strategies that keep them ahead.
- Strategy number one is to embrace technology, not just to improve efficiency but to drive innovation. Companies that embed digital tools into their core operations aren’t just prepared for change – they shape it.
- Strategy number two is staying hyper-relevant to your customers. Businesses that anticipate customer needs – rather than reacting to them – gain a lasting edge
- The third strategy for keeping ahead of the times is data. But data only works if used correctly, smart data use can create entirely new markets.
- Successful businesses rethink ownership – which is strategy number four. they focus on flexibility and free up resources for growth.
- Growth strategy number five goes beyond profits. Leading businesses create value for all stakeholders. companies that prioritize long-term impact gain stronger customer and investor trust.
- Workforces must also evolve. This is strategy number six. Employees want adaptability, and businesses that invest in their workforce stay ahead.
- strategy number seven: harnessing networks and partnerships. companies that collaborate compete better and help define the future.
Disruption isn’t a one-time event. The businesses that win aren’t the ones that resist change, but the ones that embrace it and act before competitors do. Apply these strategies, and you won’t just survive disruption – you’ll lead it
balancing, the old, the now, and the new:
- Many companies know they need to change but struggle to make it happen. Some focus too much on their current business and don’t see the future coming. Others rush into new opportunities without the resources to support them. The companies that consistently outperform their competitors take a different approach. They master what’s called the wise pivot – a strategy that balances where they’ve been, where they are, and where they’re going
- A wise pivot isn’t about making a single bold move. It’s about managing three business stages at once. There’s the old, which includes legacy products and services that are still profitable but slowing down. There’s the now, the core business that’s growing but will eventually face saturation. And finally, there’s the new, the emerging areas that could fuel future growth but are still uncertain. Most companies focus too much on one of these stages and neglect the others.
- maximizing profit from legacy businesses, scaling core operations, and building the capabilities needed to lead in the next wave of innovation. And in a world where disruption is constant, that’s what separates those who struggle from those who lead.
tba if relevant:
- But maintaining this balance is only part of the challenge. For companies to turn strategic decisions into real impact, they must scale effectively, growing their core business while expanding into new areas without overextending their resources. Scaling is about executing growth in a way that builds resilience and long-term sustainability
- growing companies also need to push their core businesses forward. Google dominates search, but it never treats its leadership as guaranteed. The company continuously invests in improving search algorithms, expanding its advertising business, and creating new revenue streams through hardware and cloud computing. Instead of simply maintaining what works, it ensures that its core remains a source of competitive advantage.
- Without a clear plan, even the most promising business adjustments can lose momentum before they deliver results.
strong leadership and adaptive culture drive business innovation:
- Even with the right financial strategy and a well-trained workforce, reinvention stalls without strong leadership and the right culture. Leaders set priorities, define company values, and shape decision-making, while corporate culture determines whether employees embrace change or resist it. A company’s ability to adapt isn’t just about having skilled workers—it’s about having an organization that encourages innovation, rewards risk-taking, and stays aligned in the face of disruption. Without these elements, even the best-laid transformation plans struggle to take hold.
- Leadership plays a decisive role in balancing stability with disruption. Effective leaders understand when to maintain core operations and when to take risks
- An adaptive workforce is just as important. The rapid evolution of AI and automation is reshaping industries, but the companies that thrive use technology to enhance employees rather than replace them.
- Mercedes-Benz adjusted its approach to automation by recognizing that while robots improve efficiency, they struggle with customization. The company introduced collaborative robotics to work alongside humans, keeping employees in roles that require flexibility and precision. Similarly, Stitch Fix uses AI to assist human stylists rather than replace them, combining machine efficiency with human creativity to provide highly personalized fashion recommendations.
- Corporate culture must also evolve to support reinvention. Companies that resist change often struggle when disruption accelerates
- or a pivot to succeed, leadership needs to embrace new ways of working, employees must have opportunities to develop new skills, and culture must support both stability and change. Companies that manage this balance position themselves to adapt, compete, and grow in an era of constant disruption.
October 16, 2019
A decent book on strategy with some good frameworks and excellent case studies to chew on. I gave this book 3 stars because there are absolutely no footnotes or references cited although they lean heavily on “research” and external idea throughout the book and a lot of it reads as a lengthy content marketing piece for Accenture. If they only added references (I trust no author), I’d be at 4 stars with hesitation be because of the incessant selling.
October 13, 2019
Writing style: some chapters offer a compelling writing style (the last two), others could be better. I wasn’t ‘taken’ by the book, especially by its set up, which explains why it took me so long to finish.
Content: as someone who invests in reading up on business books, I like the focus on a ‘wise pivot’ specifically for incumbents in different industries. Incumbents usually don’t seem to know where to start or set up an independent ‘innovation department’ within their company structure. This department usually spins off or operates isolated, not impacting the bigger picture.
There are some key insights here, nothing exotic or things you’ve never heard about, but topics you usually don’t see lined up in this context.
Content: as someone who invests in reading up on business books, I like the focus on a ‘wise pivot’ specifically for incumbents in different industries. Incumbents usually don’t seem to know where to start or set up an independent ‘innovation department’ within their company structure. This department usually spins off or operates isolated, not impacting the bigger picture.
There are some key insights here, nothing exotic or things you’ve never heard about, but topics you usually don’t see lined up in this context.
Read
April 18, 2025In "Pivot to the Future", authors Omar Abbosh, Paul Nunes, and Larry Downes argue that in a world marked by relentless technological advancement and constant market shifts, the companies that thrive are those that commit to continuous reinvention. This book explores how businesses can evolve not just in response to disruption, but by anticipating it, shaping it, and using it as a platform for sustained growth. It challenges the traditional notion of innovation as a one-off project or a last-ditch effort to survive, instead presenting it as a long-term strategy that should be built into the very DNA of an organization. Reinvention, the authors contend, should not be reactive—it must be proactive, intentional, and systemic. The central theme of the book is what the authors call the 'wise pivot,' a model for managing the present while simultaneously investing in the future, and gradually letting go of outdated elements of the past.
The book introduces the idea that businesses often leave immense value 'trapped' within obsolete systems and outdated models. This trapped value is not just a missed opportunity—it’s a risk. As new technologies emerge and customer expectations shift, companies that fail to adapt open the door for faster-moving competitors to step in and claim that value. One clear example is the retail industry, where traditional brick-and-mortar chains hesitated to embrace e-commerce. Fearing cannibalization of their in-store business, many ignored the online shift. Meanwhile, companies like Amazon recognized the potential of digital-first experiences and built entire ecosystems around customer convenience, speed, and personalization. By the time legacy retailers attempted to catch up, they had already lost massive ground—and in some cases, their very relevance. This failure to act is repeated across industries. Businesses may invest in technology but often do so hesitantly, using it for minor efficiency improvements rather than for transformational change. The cost of inaction is high: outdated operations, missed customer engagement, and, ultimately, loss of competitive edge.
To counter this inertia, the authors outline seven strategic approaches that forward-thinking companies use to stay ahead of disruption. The first strategy is to deeply embed technology into the core of operations, using it not just to improve what already exists but to enable entirely new business models. Companies like Haier have done this effectively by integrating smart technologies and flexible systems into everything from manufacturing to customer interactions. The second strategy focuses on remaining hyper-relevant to customers. In a world where loyalty is fleeting, businesses that personalize their services and anticipate customer needs—like CVS, which has added telemedicine and home delivery to its offerings—create stronger, longer-lasting relationships. The third approach emphasizes using data effectively. It's not enough to collect data; companies must analyze and apply it in ways that drive innovation. Chevron, for instance, leveraged AI to drastically reduce drilling times, while insurers like AllLife created entirely new markets by using data to serve previously excluded populations.
The next key strategy is asset flexibility. Rather than owning and maintaining heavy infrastructure, companies are learning to focus on agility. Apple, for example, outsources manufacturing but retains control of product design and the customer experience, allowing it to remain light, fast, and profitable. Fifth, businesses are encouraged to expand their definition of value creation beyond profit. Alibaba is highlighted for building platforms that benefit multiple stakeholders, such as small businesses and logistics networks, which in turn enhances customer loyalty and investor trust. The sixth strategy is workforce reinvention. As roles and required skills evolve, companies must train their employees to meet future demands. AT&T took this challenge seriously by investing heavily in digital upskilling for its existing workforce, demonstrating that reskilling is often more effective than replacing talent. The final strategy revolves around the power of networks and partnerships. Companies that collaborate—like Siemens, which created a platform to unify manufacturers—can influence entire industries and accelerate innovation through shared growth.
Central to the book is the concept of the 'wise pivot.' The authors describe it as a balancing act between three simultaneous business streams: the legacy (or old), the core (or now), and the emerging (or new). The old represents offerings that are still profitable but slowly declining. The now includes areas of the business that are currently growing but may become saturated. The new comprises emerging opportunities that have potential for long-term success but are still developing. Many companies fail because they focus too heavily on just one of these areas. The businesses that succeed do so by nurturing all three streams at once. Accenture is used as a case study for executing this model well. As pressures mounted from both low-cost outsourcing firms and tech companies offering overlapping services, Accenture improved its core consulting offerings, invested in digital solutions, and placed early bets on emerging technologies like AI and blockchain. This layered approach led to a significant increase in the company’s market value and helped it remain a dominant player in a highly competitive sector.
Beyond strategy, the authors argue that effective scaling is essential to making the wise pivot work. It’s not enough to identify opportunities—businesses must grow them in a way that’s both resilient and sustainable. Comcast offers a good example, showing how legacy systems can be reimagined through innovation. Rather than abandoning cable television, Comcast upgraded it with a platform that integrated voice commands and streaming, making the old service feel new. At the same time, it diversified into other verticals like internet, mobile, and content creation. In contrast, Netflix provides a cautionary tale. When it tried to separate its DVD business from its streaming platform too early, customers revolted, showing that even forward-thinking companies can miscalculate the timing of their pivots. The lesson is clear: exiting legacy businesses prematurely can weaken a company’s ability to fund and support future growth. At the same time, neglecting the core in favor of chasing new opportunities can leave businesses overstretched and unstable. Success lies in doing all three—preserving what still works, growing what’s current, and incubating what’s next.
Financial strategy, the authors stress, is just as critical as vision and leadership. Companies need to rethink how they manage their capital—physical, human, and financial. Owning assets is not always the best approach. Sometimes divesting or upgrading what you already have brings more agility. For example, Uniqlo enhanced its physical stores with technology instead of closing them, creating a better customer experience and tighter inventory control. Working capital must also be managed wisely. Nike learned this the hard way when poor inventory planning forced price cuts and lowered margins. It recovered by simplifying its product lines and forecasting more accurately. And when it comes to human capital, retraining and upskilling are indispensable. AT&T’s massive investment in employee education shows how organizations can transform their workforce instead of constantly replacing it, saving money and preserving institutional knowledge.
Finally, the book emphasizes the importance of leadership and culture in driving meaningful reinvention. Without strong leadership, even the best strategies falter. Leaders must know when to take calculated risks and when to double down on core strengths. T-Mobile’s transformation, driven by bold leadership and smart investments, shows what’s possible when risk-taking is encouraged and guided by a clear vision. Culture also plays a vital role. If employees are encouraged to innovate and supported in doing so, companies become more agile and responsive. Companies like Mercedes-Benz and Stitch Fix have shown how blending human creativity with technology leads to better outcomes. Even legacy players like Walmart have made impressive pivots by integrating startup leadership into their broader culture, letting innovation flow from the inside out.
The seven strategies that help companies not just respond to disruption—but lead it from the book “Pivot to the Future” that help companies stay ahead in times of disruption are:
1. Embed technology at the core : Use technology not just for small improvements but to drive innovation and create new business models. For example, Haier integrated IoT and automation into its operations to transform its appliance business.
2. Stay hyper:relevant to customers : Move beyond traditional loyalty strategies by anticipating customer needs and delivering personalized, value:added services, like CVS with its telemedicine and home delivery offerings.
3. Use data strategically : Collect, analyze, and apply data effectively to improve operations and unlock new markets. Companies like Chevron and AllLife used data to create efficiencies and reach underserved customers.
4. Adopt asset:light, flexible models : Shift away from owning everything to focusing on agility and scalability. Apple, for example, outsources production but invests heavily in design and customer experience.
5. Create stakeholder value, not just profit : Build systems that benefit customers, partners, and communities. Alibaba’s logistics ecosystem supports small businesses while strengthening its own platform.
6. Reskill and empower the workforce : Invest in employee development to meet the demands of a changing business environment. AT&T trained thousands of employees for digital roles instead of laying them off.
7. Leverage networks and partnerships : Collaborate with other companies to co:create value and lead industry innovation. Siemens built a cloud platform that connects manufacturers, improving efficiency and innovation across the sector.
In conclusion, "Pivot to the Future" makes a compelling case that reinvention must be a continuous, organization-wide discipline—not a knee-jerk reaction to crisis. Companies that balance the needs of the present with the demands of the future, while respecting the lessons of the past, are far better positioned to lead through disruption. By adopting the wise pivot approach—investing simultaneously in legacy strengths, current operations, and future innovation—organizations can unlock trapped value, scale effectively, and stay ahead in an unpredictable world. With the right leadership, financial strategy, and cultural mindset, transformation becomes not only possible, but sustainable.
The book introduces the idea that businesses often leave immense value 'trapped' within obsolete systems and outdated models. This trapped value is not just a missed opportunity—it’s a risk. As new technologies emerge and customer expectations shift, companies that fail to adapt open the door for faster-moving competitors to step in and claim that value. One clear example is the retail industry, where traditional brick-and-mortar chains hesitated to embrace e-commerce. Fearing cannibalization of their in-store business, many ignored the online shift. Meanwhile, companies like Amazon recognized the potential of digital-first experiences and built entire ecosystems around customer convenience, speed, and personalization. By the time legacy retailers attempted to catch up, they had already lost massive ground—and in some cases, their very relevance. This failure to act is repeated across industries. Businesses may invest in technology but often do so hesitantly, using it for minor efficiency improvements rather than for transformational change. The cost of inaction is high: outdated operations, missed customer engagement, and, ultimately, loss of competitive edge.
To counter this inertia, the authors outline seven strategic approaches that forward-thinking companies use to stay ahead of disruption. The first strategy is to deeply embed technology into the core of operations, using it not just to improve what already exists but to enable entirely new business models. Companies like Haier have done this effectively by integrating smart technologies and flexible systems into everything from manufacturing to customer interactions. The second strategy focuses on remaining hyper-relevant to customers. In a world where loyalty is fleeting, businesses that personalize their services and anticipate customer needs—like CVS, which has added telemedicine and home delivery to its offerings—create stronger, longer-lasting relationships. The third approach emphasizes using data effectively. It's not enough to collect data; companies must analyze and apply it in ways that drive innovation. Chevron, for instance, leveraged AI to drastically reduce drilling times, while insurers like AllLife created entirely new markets by using data to serve previously excluded populations.
The next key strategy is asset flexibility. Rather than owning and maintaining heavy infrastructure, companies are learning to focus on agility. Apple, for example, outsources manufacturing but retains control of product design and the customer experience, allowing it to remain light, fast, and profitable. Fifth, businesses are encouraged to expand their definition of value creation beyond profit. Alibaba is highlighted for building platforms that benefit multiple stakeholders, such as small businesses and logistics networks, which in turn enhances customer loyalty and investor trust. The sixth strategy is workforce reinvention. As roles and required skills evolve, companies must train their employees to meet future demands. AT&T took this challenge seriously by investing heavily in digital upskilling for its existing workforce, demonstrating that reskilling is often more effective than replacing talent. The final strategy revolves around the power of networks and partnerships. Companies that collaborate—like Siemens, which created a platform to unify manufacturers—can influence entire industries and accelerate innovation through shared growth.
Central to the book is the concept of the 'wise pivot.' The authors describe it as a balancing act between three simultaneous business streams: the legacy (or old), the core (or now), and the emerging (or new). The old represents offerings that are still profitable but slowly declining. The now includes areas of the business that are currently growing but may become saturated. The new comprises emerging opportunities that have potential for long-term success but are still developing. Many companies fail because they focus too heavily on just one of these areas. The businesses that succeed do so by nurturing all three streams at once. Accenture is used as a case study for executing this model well. As pressures mounted from both low-cost outsourcing firms and tech companies offering overlapping services, Accenture improved its core consulting offerings, invested in digital solutions, and placed early bets on emerging technologies like AI and blockchain. This layered approach led to a significant increase in the company’s market value and helped it remain a dominant player in a highly competitive sector.
Beyond strategy, the authors argue that effective scaling is essential to making the wise pivot work. It’s not enough to identify opportunities—businesses must grow them in a way that’s both resilient and sustainable. Comcast offers a good example, showing how legacy systems can be reimagined through innovation. Rather than abandoning cable television, Comcast upgraded it with a platform that integrated voice commands and streaming, making the old service feel new. At the same time, it diversified into other verticals like internet, mobile, and content creation. In contrast, Netflix provides a cautionary tale. When it tried to separate its DVD business from its streaming platform too early, customers revolted, showing that even forward-thinking companies can miscalculate the timing of their pivots. The lesson is clear: exiting legacy businesses prematurely can weaken a company’s ability to fund and support future growth. At the same time, neglecting the core in favor of chasing new opportunities can leave businesses overstretched and unstable. Success lies in doing all three—preserving what still works, growing what’s current, and incubating what’s next.
Financial strategy, the authors stress, is just as critical as vision and leadership. Companies need to rethink how they manage their capital—physical, human, and financial. Owning assets is not always the best approach. Sometimes divesting or upgrading what you already have brings more agility. For example, Uniqlo enhanced its physical stores with technology instead of closing them, creating a better customer experience and tighter inventory control. Working capital must also be managed wisely. Nike learned this the hard way when poor inventory planning forced price cuts and lowered margins. It recovered by simplifying its product lines and forecasting more accurately. And when it comes to human capital, retraining and upskilling are indispensable. AT&T’s massive investment in employee education shows how organizations can transform their workforce instead of constantly replacing it, saving money and preserving institutional knowledge.
Finally, the book emphasizes the importance of leadership and culture in driving meaningful reinvention. Without strong leadership, even the best strategies falter. Leaders must know when to take calculated risks and when to double down on core strengths. T-Mobile’s transformation, driven by bold leadership and smart investments, shows what’s possible when risk-taking is encouraged and guided by a clear vision. Culture also plays a vital role. If employees are encouraged to innovate and supported in doing so, companies become more agile and responsive. Companies like Mercedes-Benz and Stitch Fix have shown how blending human creativity with technology leads to better outcomes. Even legacy players like Walmart have made impressive pivots by integrating startup leadership into their broader culture, letting innovation flow from the inside out.
The seven strategies that help companies not just respond to disruption—but lead it from the book “Pivot to the Future” that help companies stay ahead in times of disruption are:
1. Embed technology at the core : Use technology not just for small improvements but to drive innovation and create new business models. For example, Haier integrated IoT and automation into its operations to transform its appliance business.
2. Stay hyper:relevant to customers : Move beyond traditional loyalty strategies by anticipating customer needs and delivering personalized, value:added services, like CVS with its telemedicine and home delivery offerings.
3. Use data strategically : Collect, analyze, and apply data effectively to improve operations and unlock new markets. Companies like Chevron and AllLife used data to create efficiencies and reach underserved customers.
4. Adopt asset:light, flexible models : Shift away from owning everything to focusing on agility and scalability. Apple, for example, outsources production but invests heavily in design and customer experience.
5. Create stakeholder value, not just profit : Build systems that benefit customers, partners, and communities. Alibaba’s logistics ecosystem supports small businesses while strengthening its own platform.
6. Reskill and empower the workforce : Invest in employee development to meet the demands of a changing business environment. AT&T trained thousands of employees for digital roles instead of laying them off.
7. Leverage networks and partnerships : Collaborate with other companies to co:create value and lead industry innovation. Siemens built a cloud platform that connects manufacturers, improving efficiency and innovation across the sector.
In conclusion, "Pivot to the Future" makes a compelling case that reinvention must be a continuous, organization-wide discipline—not a knee-jerk reaction to crisis. Companies that balance the needs of the present with the demands of the future, while respecting the lessons of the past, are far better positioned to lead through disruption. By adopting the wise pivot approach—investing simultaneously in legacy strengths, current operations, and future innovation—organizations can unlock trapped value, scale effectively, and stay ahead in an unpredictable world. With the right leadership, financial strategy, and cultural mindset, transformation becomes not only possible, but sustainable.
January 18, 2022
Didn't finish
February 2, 2020
This is a book about how businesses should prepare for the present and ongoing disruption caused by new technologies. Pivot to the Future is well-written, although it is Accenture-centric. No surprise there, as they author it.
There were great insights gained from stories of business successes and failures - the results of good or not-so-good responses to what they call big bang disruption and compressed disruption.
The "wise pivot" is an especially useful idea - and not just for business success. It's good life advice. The authors want us to extract full value from all that was, all that is, and all that is yet to come. They touch on old styles of leadership no longer being relevant in a maker's world that is constantly scanning for the net big thing, eager to seize the moment. The old corporate culture must be prepared to leave the safe harbor of today in its quest for the future.
The most succinct advice offered in the book: "Look to the future without being beguiled by it." I guess if you are doing this, never taking your eye off the ball, while working hard to release all of the trapped value in your current gig, you are bound to grow in the right direction.
There were great insights gained from stories of business successes and failures - the results of good or not-so-good responses to what they call big bang disruption and compressed disruption.
The "wise pivot" is an especially useful idea - and not just for business success. It's good life advice. The authors want us to extract full value from all that was, all that is, and all that is yet to come. They touch on old styles of leadership no longer being relevant in a maker's world that is constantly scanning for the net big thing, eager to seize the moment. The old corporate culture must be prepared to leave the safe harbor of today in its quest for the future.
The most succinct advice offered in the book: "Look to the future without being beguiled by it." I guess if you are doing this, never taking your eye off the ball, while working hard to release all of the trapped value in your current gig, you are bound to grow in the right direction.
April 18, 2025
Wise pivot
“successful businesses make reinvention an ongoing process, not a one-time fix. By balancing established businesses with emerging opportunities, they position themselves to pivot wisely – sustaining profitability in the present while preparing for the future. Strong leadership and financial discipline provide the foundation, while a workforce that continuously evolves ensures adaptability. Technology and data, when implemented well, unlock new possibilities, and a flexible corporate culture allows organizations to adjust course without losing momentum. Companies that commit to the principles of the wise pivot – investing in the old, the now, and the new – will be best positioned for long-term growth in an unpredictable world.”
“successful businesses make reinvention an ongoing process, not a one-time fix. By balancing established businesses with emerging opportunities, they position themselves to pivot wisely – sustaining profitability in the present while preparing for the future. Strong leadership and financial discipline provide the foundation, while a workforce that continuously evolves ensures adaptability. Technology and data, when implemented well, unlock new possibilities, and a flexible corporate culture allows organizations to adjust course without losing momentum. Companies that commit to the principles of the wise pivot – investing in the old, the now, and the new – will be best positioned for long-term growth in an unpredictable world.”
This entire review has been hidden because of spoilers.
February 5, 2020
With my background in chemical engineering and as a prospective consultant at Accenture, I chose to read this book to give me insight on some strategies that are practiced at the firm. Pivot to the future discusses techniques on how some companies may release trapped value within their organizations by utilizing "pivot" strategies to enhance old, present, or new products/services that are offered. I enjoyed reading about big name companies from different industries and how they approached staying relevant in today's market. I would recommend to other readers who work in the consulting and/or technology related industries.
December 6, 2020
The authors are all from Accenture, which in the early 2010s recognized that professional services and outsourcing would eventually become commoditized. It invested in five up-and-coming digital capabilities with the potential to deliver major value to its clients and high growth for it: interactive, mobile, analytics, cloud, and cybersecurity. By the end of fiscal year 2017, revenues in those five areas had increased to more than 50 percent of Accenture’s total revenues, and by the end of fiscal 2018, above 60 percent. Much of the strategy delineated in this book is not new, such as: “the only solution to continuous and potentially devastating change is constant reinvention, rearchitecting the business in a way that allowed us to pivot from one opportunity to the next, quickly and efficiently.” They do break down this pivot from the old, the now, and the new, and call the approach a wise pivot due to the value creation potential—"a strategic approach that doesn’t fight the tide as much as it surfs waves of disruption.” They do give example of each wave, and companies that failed and succeeded in implementing a wise pivot. I would have liked to read more specificity with respect to Accenture’s own pivot beyond the obvious. Not a disappointing work, but I don’t believe it will have a very long shelf life.
December 17, 2020
Книга разбирает рецепты, почему отдельным компаниям удается «переобуться на бегу» и подстроить свою бизнес-модель под новую реальность. Пример — Netflix начинал с рассылки dvd, затем добавил стриминг, а теперь является крупной киностудией. Еще пример — что Apple к линейке компьютеров добавили музыку и айпод, а затем расширились на планшет и смартфон с экосистемой приложений. https://maxlapin.com/2020/07/24/b269/
December 25, 2020
Wonderful book... shape your old, now and new of your business. Lot of recommendations and real time examples.
July 1, 2020
มี key word ที่น่าจดจำไม่มาก และเนื้อหาเคสที่ยกมายังไม่โดนใจมากเท่าที่ควร แต่ก็ได้ข้อคิดหลาย ๆ อย่าง
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