The corporate renewal agenda for the nineties is staggering, from quality and service to teams, information technology, and time-based shuffle. Yet it is the failure to fundamentally innovate that caused, among other things, almost 50 percent of the Fortune 500 to fall off that hallowed list in the 1990s. This is the second half of a two-part article (the first half appeared in CMR, Vol. 33, No. 1, Fall 1990). It describes radical approaches, necessary in the author's view, for putting innovation atop the corporate agenda—starting with what he calls "violent market injection strategies."
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