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Trees don't grow to the sky forever." With that sentence, the CEO of a multibillion dollar media company urged a cross-functional group of senior managers to develop innovative ideas. It was 2005. Even though the company's core business was healthy, the CEO knew that creating new growth would be critical for long-term success. As the tectonic plates in the media industry shifted dramatically over the next twenty-four months, the CEO's words seemed prescient. As of the writing of this book, the industry is in the midst of a transformation that has all the hallmarks of disruptive change: emerging challenger's offering lower performance along dimensions like accuracy and production.
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