And those innovations are the radical adjacencies that Google shares in common with Amazon.com.
And he hops around adjacencies in a way that totally ignores the idea of core competency.
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Strategic options allow companies to hint at and execute radical adjacencies, surprise moves into new markets.
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It needs to join the modern innovation game, understand the importance of options management and radical adjacencies.
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Companies like HP are attempting radical adjacencies without a clear understanding of what that strategy really means.
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The sad reality is we build our adjacencies, VC and corporate ventures out of failures and that has got to change.
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It follows what Nick Vitalari and I called, in the Elastic Enterprise, a strategic options approach and pursues adjacencies at will.
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Whatever business you are in, you are impacted by radical adjacencies.
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Reverse these takeovers and you can produce a logical, less radical set of adjacencies that limit the range of executive learnings needed to succeed.
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Google also works in a lot of adjacencies, going from search and advertising to enterprise apps, to mobile computing, to devices and soon to deliveries.
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Cisco's other market adjacencies can be analysed in the same way.
The bigger point about adjacencies though is they fail routinely.
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These are radical adjacencies.
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Apple has also proved itself to be a master of radical adjacencies, easing into new markets, and creating new market categories, erasing its failures from memory very quickly (the first generation of iPhone had the habit of bringing down broadband mobile networks, the second generation dropped calls easily).
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