Traditional strategies for increasing profits and share value – perpetual cost cutting, mega-mergers, spinoffs, share buybacks, de-mergers, outsourcing, and other financial tools – occasionally provide value for shareholders, but fail to create new industries, markets, and wealth. It is not financial engineering, but rather smart innovation that acts as the well spring of competitive differentiation, industry leadership, and positioning for long-term success in an increasingly competitive global marketplace. Incremental advances are no longer enough, and only brilliant innovation can propel a company to the forefront of an industry.

Fewer than 10 percent of the companies in the Fortune 2000 are generating double-digit growth. What is preventing profitable, long-term growth, and what can be done about it? These questions are critical for CTO’s, who are first in line to experience the consequences of under-investment in R&D, increasing emphasis of the short-term over the long-term, and the difficulties of helping business leaders withstand the tremendous pressures for quarterly results.