In Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Renée Mauborgne argues that lasting growth does not come from winning market share in crowded existing industries, but from creating entirely new market space that no one is competing in yet.

Mauborgne is a professor of strategy at INSEAD and co-director of the INSEAD Blue Ocean Strategy Institute. Blue Ocean Strategy, co-written with W. Chan Kim has sold more than 4 million copies and is recognized as one of the most iconic and impactful strategy books ever written. The new 20th anniversary edition tests the original theory against today’s market realities and is enhanced with fresh cases, including NVIDIA’s three successive market-creating moves, a new preface that highlights the book’s ongoing global impact, and a curated list of over fifty blue ocean cases across diverse industries that expand far beyond those in the original version.

In her conversation with Adam Job, senior director at the BCG Institute, Mauborgne discusses when a company should stop competing and start creating, why the search for new demand begins with non-customers rather than customers, how NVIDIA chases “zero-billion-dollar markets,” why differentiation and low cost need not be a trade-off, whether AI’s commoditizing effect makes advantage harder to defend, and how to reconcile bold commitment with the case for keeping options open.

Key topics discussed:

01:12 | Why beating the competition is the wrong goal

02:34 | How to know when it’s time to shift from competing to creating

05:26 | Finding a blue ocean: value innovation and the role of non-customers

07:02 | Where the process starts inside an organization

09:25 | NVIDIA and the pursuit of zero-billion-dollar markets

12:46 | Breaking the trade-off between differentiation and low cost

16:21 | What prompted the new edition

18:33 | Will blue oceans stay defensible as AI commoditizes capabilities?

24:17 | Why using AI only for speed and efficiency is a trap

25:36 | Reconciling bold commitment with the need for optionality

Additional inspirations from Renée Mauborgne:

• Blue Ocean Shift: Beyond Competing—Proven Steps to Inspire Confidence and Seize New Growth (Grand Central Publishing, 2017)

As uncertainty continues to define the business landscape, we’re revisiting our conversation with economist and complexity scientist Doyne Farmer on why conventional forecasting often falls short in a world shaped by interconnected, dynamic systems. Drawing on decades of research, he explains how complexity science offers a more realistic way to think about prediction, risk, and decision-making—and how leaders can navigate uncertainty with greater confidence.

Whether you’re hearing this conversation for the first time or revisiting it with fresh perspective, Doyne’s insights remain as relevant today as ever.

In Crisis Engineering: Time-Tested Tools for Turning Chaos Into Clarity, Matthew Weaver and Mikey Dickerson argue that organizational crises are not problems to be survived but are rare windows in which rapid, directed transformation becomes possible within days rather than years.

Weaver was a founding Site Reliability Engineer (SRE) at Google and later established the Defense Digital Service at the U.S. Department of Defense. Dickerson, also a founding SRE at Google, led the rescue of healthcare.gov, an effort that landed him on the cover of Time magazine. President Barack Obama subsequently appointed him deputy chief information officer of the United States, where he created the United States Digital Service. Together with their co-author Marina Nitze, the three are partners at the crisis engineering firm Layer Aleph. Drawing on decades of experience inside some of the most complex systems in government and industry—from the healthcare.gov rescue to wildfire response and pandemic logistics—the writers deliver a practical framework for identifying the five signals of a genuine crisis, and how to use that moment to drive lasting change across tech, government, healthcare, and beyond.

In their conversation with Nikolaus Lang, global leader of the BCG Henderson Institute, they discuss why breakdowns in sensemaking cause well-trained operators to make situations worse, what the healthcare.gov rescue reveals about co-location and shared urgency, how crisis disrupts normal incentive structures to surface the organization’s real map, the concept of bracketing as a tool for directing team attention, and how AI integrations are creating the conditions for larger and harder-to-manage crises ahead.

Key topics discussed:

01:24 | What “crisis engineering” means and what conditions define a true crisis

05:28 | Sensemaking: the invisible force driving decisions under pressure

10:38 | The 2013 healthcare.gov collapse: arriving on the crisis scene

14:05 | Why physical co-location is essential in a crisis

17:18 | Using a crisis to remap how the organization actually works

20:17 | Bracketing: deliberately defining the beginning and end of a crisis

25:33 | Why organizations struggle to define an exit condition

27:34 | Capturing crisis learning before returning to normal operations

30:22 | How AI is changing (and likely multiplying) crisis situations

35:51 | Advice for business leaders on building crisis readiness before a crisis hits

In The Irrational Decision: How We Gave Computers the Power to Choose for Us, Benjamin Recht argues that the optimization and mathematical rationality we apply to every corner of modern life—from dieting to hiring to strategy—often fails when encountering the messy realities of life.

Recht is a professor of electrical engineering and computer science at UC Berkeley. In his new book, he traces how a narrow conception of rationality, born from 1940s wartime computing, came to dominate decision-making across society—and shows that this approach works brilliantly in closed, controlled systems like microchip design but breaks down in the complex, unpredictable domains where most real decisions are made.

In his conversation with Adam Job, senior director at the BCG Henderson Institute, he discusses the origins of mathematical rationality, why optimization works for microchips but not for diets, why game theory fails to describe how humans actually behave, and how leaders should think about the boundary between human and machine intelligence in the age of AI.

Key topics discussed:

01:02 | What is mathematical rationality and where do we encounter it?

02:49 | The origins of rational thinking in the 1940s

07:18 | Where optimization works: microchips, logistics, controlled systems

09:13 | Where it fails: Chernobyl, Waymo, and the limits of control

13:17 | When human “qualitative irrationality” is the right answer

14:59 | A framework for assigning decisions to machines vs. humans

17:45 | How the boundary between human and machine decision-making will evolve

19:14 | Why game theory fails to describe how humans actually behave

22:07 | Kahneman vs. Klein: two views on human decision-making

24:30 | What we risk losing as we outsource more decisions to AI

In AI Needs You: How We Can Change AI’s Future and Save Our Own, Verity Harding argues that AI governance is too important to be left to technologists alone—and that the rest of us need to join the conversation to shape this technology’s future.

Harding is the director of the AI and Geopolitics Project at the Bennett School of Public Policy at the University of Cambridge and the founder of Formation Advisory. She spent more than a decade at Alphabet, first as head of Security Policy at Google, then as DeepMind’s first global head of Policy. In her book, she draws on historical case studies to show that democratic societies have successfully governed transformative technologies in the past.

In her conversation with Nikolaus Lang, global leader of the BCG Henderson Institute, she discusses why the nuclear arms race is the wrong analogy for AI, what the 1967 Outer Space Treaty can teach us about cooperation between rivals, how Britain’s regulation of IVF became a gold standard by depoliticizing the technology, and what business leaders get wrong about their own role in shaping AI governance.

Key topics discussed:

01:56 | Why the framing of AI as “too complex for nonexperts" is harmful

07:46 | Why the nuclear arms control analogy is counterproductive for AI

12:25 | The Space Race and the 1967 Outer Space Treaty as a model for cooperation

17:11 | IVF, the Warnock Committee, and why a philosopher led the regulation effort

20:38 | The internet: from open ideals to commercialization and surveillance

26:41 | What business leaders can do to shape AI governance

30:50 | Four principles for AI: peaceful intent, embrace limitations, purpose over profit, societal trust

35:25 | If you could mandate one thing for global AI governance, what would it be?

In Incorruptible: Why Good Companies Go Bad and How Great Companies Stay Great, Eric Ries argues that mission-driven companies face an invisible pressure that pushes them toward short-termism and conformity, no matter the intentions of their stakeholders.

Ries is the best-selling author of The Lean Startup, founder of the Long-Term Stock Exchange, and advisor to startups around the globe. In his new book, he traces a recurring pattern across two centuries of business: principled founders build something exceptional, only to watch it be corrupted—not by greedy individuals, but by systemic forces baked into how capitalism is structured.

In his conversation with Adam Job, senior director at the BCG Henderson Institute, Ries discusses how corporate corruption starts, why shareholder primacy became the norm, the concept of financial gravity, and the structural protections companies can put in place to defend their mission.

Key topics discussed:

01:09 | How corporate corruption starts

03:50 | The rise of shareholder primacy

08:18 | Why mission-driven companies outperform but don’t dominate

11:06 | Are private equity and activist investors always destructive?

15:31 | Financial gravity: the invisible force that pulls companies off course

19:31 | Structural defenses: purpose, coherence, and integrity

27:06 | Can mature companies still be corrupted or still protect themselves?

31:14 | What Eric Ries would add to The Lean Startup if he could

Additional inspirations from Eric Ries:

• The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (Crown Currency, 2011)

In Inside the Box: How Constraints Make Us Better, David Epstein argues that constraints—not freedom—are what drive creativity, clarity, and focus.

Epstein is a number one New York Times–best-selling author, known for Range and The Sports Gene. In his new book, he draws on psychology, economics, and case studies from NASA to Pixar to Dr. Seuss to show that our brains default to the path of least resistance—and that blocking that path is the only reliable way to force genuinely new thinking.

In his conversation with Adam Job, senior director at the BCG Henderson Institute, he discusses why freedom is the enemy of creativity, how leaders can set constraints that unlock rather than stifle their teams, why creativity is not the same as originality, and how Herbert Simon’s idea of “satisficing” can improve both decisions and well-being.

Key topics discussed:

01:03 | Why constraints drive creativity and freedom doesn’t

04:06 | What kinds of constraints to use and when they backfire

09:30 | Constraints in innovation vs. execution

13:08 | How to set constraints that maximize creativity without killing autonomy

16:34 | Why creativity is not the same as novelty or originality

19:29 | “Preregistering hypotheses” and how it applies to business

23:19 | Herbert Simon’s “satisficing”: choosing good enough over endless optimization

26:13 | How Epstein applies constraints in his own life and writing process

Additional inspirations from David Epstein:

• Range: Why Generalists Triumph in a Specialized World (Riverhead Books, 2019)
• The Sports Gene: Inside the Science of Extraordinary Athletic Performance (Portfolio, 2014)

In Genius at Scale: How Great Leaders Drive Innovation, Linda A. Hill argues that innovation fails not because companies lack ideas, but because they struggle to scale those ideas across the enterprise—and that the solution lies not in structure or processes, but in leadership.

Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School, faculty chair of the Leadership Initiative, and one of the top ten management thinkers in the world as ranked by Thinkers50. In her new book, co-authored with Emily Tedards and Jason Wild, she draws on deep case studies of organizations from Mastercard to Pfizer to Pixar to show that scaling innovation requires three distinct but complementary leadership roles: architects, bridgers, and catalysts.

In her conversation with Adam Job, senior director at the BCG Henderson Institute, she discusses why innovation labs alone don’t work, the ABCs of innovation leadership, how to build a culture of creative abrasion, and why even senior leaders need coaching to get innovation right.

Key topics discussed:

01:28 | Why innovation fails at the point of scaling, not ideation

03:59 | The ABCs of innovation leadership: architects, bridgers, catalysts

06:29 | Getting metrics and incentives right for innovation

10:42 | What bridgers do and why organizations don’t have enough of them

14:33 | Is innovation leadership a team sport or a solo act?

18:48 | How to know which role you’re best suited to and how to learn the others

24:04 | How incumbent leaders can create urgency without being the new CEO

Additional inspirations from Linda A. Hill:

• Collective Genius: The Art and Practice of Leading Innovation (Harvard Business Review Press, 2014)
• Article: Why Great Innovations Fail to Scale, co-authored by Emily Tedards and Jason Wild (March–April 2026 issue of Harvard Business Review)

In Design Love In: How to Unleash the Most Powerful Force in Business, Marcus Buckingham argues that love—not engagement, satisfaction, or motivation—is the only feeling that reliably changes the behavior of employees and customers, and that it can be deliberately designed into business.

Buckingham is one of the world’s foremost researchers on human performance. He is a former senior vice president at Gallup turned New York Times–best-selling author, having written First, Break All the Rules. In his new book, he draws on decades of research to show that the relationship between experiences and outcomes is not linear—only experiences so positive that people describe them as “love” actually drive loyalty, productivity, and advocacy.

In his conversation with Adam Job, senior director at the BCG Henderson Institute, he discusses why love is categorically different from engagement, the five feelings that make up a loving experience, three disciplines leaders can use to design love into their organizations, and why common practices like outsourcing and large spans of control are fundamentally unloving.

Key topics discussed:

01:16 | Why love is categorically different from engagement or satisfaction

04:43 | The nonlinear relationship between experiences and outcomes

08:24 | How experiences drive behaviors that drive outcomes

12:34 | Designing love in: the five feelings and three disciplines

16:00 | Can love be designed into products, not just experiences?

19:13 | The three disciplines: walk the stage, equip the people, sequence the scenes

27:39 | Spans of control and the one-to-12 rule

30:17 | The limits of artificial experience–making

Additional inspirations from Marcus Buckingham:

• First, Break All the Rules: What the World's Greatest Managers Do Differently (Gallup Press, 2016)

In this special episode, Rich Lesser, BCG’s global chair, and Martin Reeves, former chairman of the BCG Henderson Institute, reflect on the shocks and surprises that shaped the first half of the decade and what they reveal about the future. They explore the traits leaders need today: building trust, staying geopolitically aware, and adopting AI in a people-centered way.

In The Transformation Economy: Guiding Customers to Achieve Their Aspirations, B. Joseph Pine II argues that an economic shift is underway, in which transformations—not commodities, goods, services, or experiences—will become the highest form of value creation.

Pine is an internationally acclaimed author, known for having coined the term “experience economy” in the 1990s. He works as a speaker and advisor to Fortune 500 companies. In his new book, he suggests that most companies compete by improving what they sell, while missing what customers actually want: to become different people.

In his conversation with Adam Job, senior director at the BCG Henderson Institute, Pine discusses the evolution of economic value creation, the North Star for transformation businesses, and how to scale from one to many transformation journeys.

Key topics discussed:

01:01 | The evolution of economic value creation

03:35 | How to get into the transformation business

10:35 | The North Star for transformation businesses

15:07 | Scaling beyond individual transformation journeys

16:46 | Different types of transformation journeys

20:37 | Making transformations last

24:12 | Taking the first step toward the transformation economy

Additional inspirations from B. Joseph Pine II:

1. The Experience Economy, With a New Preface by the Authors: Competing for Customer Time, Attention, and Money, co-authored by James H. Gilmore (Harvard Business Review Press, 2019)