As Gary Hamel argues in his book, The Future of Management, the vast majority of enterprises still operate via management models designed for an unskilled labor force manufacturing widgets.

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They, too, concentrated on invention and for the most part left the commercialization of their inventions to enterprises with the requisite manufacturing and other resources needed to build and sell products successfully.

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In contrast, its competitor General Electric reallocated capital from commodity plays that had paid in the 1970s to new real enterprises like magnetic resonance machine-manufacturing, betting that discretionary income for health care was going to soar with the coming rise in affluence.

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