A few years ago, I stood up at an Economist Corporate Network event in Tokyo, surrounded by executives from some of the best-known companies in the world. And the entire session was about one thing: how to avoid being disrupted.
I couldn’t sit still for that. So I said it out loud: somewhere in Tokyo, right now, there’s a parallel event happening. A room full of people talking about how to disrupt every business represented in this room. Why on earth should we just stand for that? We should be disrupting them.
That’s the whole premise of my book, Disrupt or Be Disrupted. And it’s the reason I brought it to my CEO Roundtable last week at The Peninsula Tokyo — not as a lecture, but as a lively, provocative discussion and debate. Forty minutes of pushback, real case studies, and at one point, a room full of chief executives trying to figure out, live, how they’d take down Rolex.
Here’s what stuck with me…
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