Forbes Logo white

Since 2009, Adam has been the

No. 1 Leadership columnist on

Adam’s weekly posts have boldly and correctly predicted the future of companies such as Sears, RIM and Microsoft. Covering all industries from small businesses to large corporations, follow Adam on Forbes and gain insight to the latest market trends.

Follow Adam on Forbes


Create Marketplace Disruption: How to Stay Ahead of the Competition

By Adam Hartung, July 2008, FT Press

Some companies can’t change in response to market disruptions. Those companies die. Other companies do respond…eventually. They survive, but they see their profits squeezed and their growth flattened. Then there are the long-term winners; companies that create their own disruptions and thrive on change. In Create Marketplace Disruption, Adam Hartung shows how to become one of those rare companies by creating lasting growth and profits.

Adam’s book reveals why so many companies behave in ways that are utterly incompatible with long-term success, and why even “good to great” companies are struggling for air. Adam demonstrates how to attack competitors’ Lock-ins, make their Success Formulas obsolete and create the White Space needed to invent your own new formulas for success.

What you will learn:

Create Marketplace Disruption shows how disrupting yourself is critical to reaping the benefits of market changes, and part of a process that can be reproduced over and over again. By reading this book, you will discover:

  • How we get into business trouble, and how to get out of it: The myth of perpetuity and the dark side of success.
  • That reinventing success means no more Defend and Extend: How to create your new Success Formulas and stay competitively advantaged.
  • Why “thinking outside the box” doesn’t work: First, get outside the box – then, think!
  • How to maintain “The Phoenix Principle” for long-term success: Practicing Disruption until it comes naturally.


CIO Magazine and International Journal of Innovation Science



CIO Magazine Logo


Along with his Forbes column, Adam has written a quarterly Leadership column for CIO Magazine since 2010 and been a contributing editor for the International Journal of Innovation Science since its founding in 2008.

Adam’s Leadership Column in CIO Magazine


Newsletter: August 16

Posted: August 9, 2016

August is beach season- you are probably on, near or thinking about relaxing on a beach! Well, to an innovation/disruption expert like me, beaches remind me of…white space! That’s the market which is beyond the “box” of the current success formula. For innovators, (sand dunes) are a good analogy of the path to white space.
Adam introduces new types of innovation based on customer and supplier behavior changes.


Newsletter: July 16

Posted: July 8, 2016

Over 17 million people tuned in to the national fireworks broadcasts, and millions more watched locally broadcast displays as well. Advertisers have capitalized on this growing audience. Why are more people watching these shows? What happened to the picnic blanket and the concussion of loud shells? In a word: Trends. Viewers want to be entertained. Adding entertainment and celebrities along with dramatic camera work captured those who like the event, but don’t like the hassles.
Wants plus Trends equals Wishes- the recipe for growth!


Newsletter: June 2016

Posted: June 7, 2016

Why do most companies spend all their resources on projects that support the current, internal company status quo? Why is 85% of corporate public information focused on the past? After all, isn’t it most important to project what will happen…in the future? Trends matter.


Newsletter: May 2016

Posted: May 10, 2016

Cosmic cataclysm, Jurassic Park, rain drops, Tesla. SAT question? No, they all involve ripples or waves in a medium which are like trends in a market. Where trends meet can be great opportunity or great risk for a business. Will you take full advantage of trends in your industry?


Newsletter: April 2016

Posted: April 8, 2016

How does your company manage risk?

Companies prepare for the most visible risks, such as in-kind competition, supplier failures or regulatory change. They build “moats” around the core business up and down the value chain.

Risk management has been focused on defending the status quo – not anticipating change. But moats and walls were defeated by innovative competitors that created new attacks that made the risk management defenses obsolete.

By planning only on traditional threats, companies spend far too much time, and money, improving their “moats” or “walls.”

Is your company reluctant to consider marketplace innovations as real threats?


Newsletter: March 2016

Posted: March 11, 2016

An analysis of the subtle features behind a surface trend, or event, often shows they are born from changes in underlying conditions. Most of an iceberg is below the surface. Here are two examples of surface events and understanding how they can be analyzed to expose underlying trends: Walmart and Yahoo examples. Also, and interview on the demise of Sears.


Newsletter: January 2016

Posted: January 18, 2016

Given stock market events in December and January, many readers are confused about where they should invest – or if they should invest at all!… I helped explain the difference between indexes and “the market” and then suggested a way even the smallest investors could take advantage of indexes…


Newsletter: December 2015

Posted: January 5, 2016

Happy Holidays! Over the last few months I have had a number of international meetings in Hong Kong, Bali, Rome, Madrid and Marrakesh. Companies and associations in many countries have increased their focus on innovation in products, marketing and sales as a defense against marketplace disruptions. Senior execs recognize the need to identify and sidestep…


Newsletter: November 2015

Posted: December 17, 2015

Where have I been? For the last 2 years, I’ve been deeply involved with the National Association of Corporate Directors. After completing coursework on legal and strategic elements of public directorship, I achieved certification as an NACD Board Leadership Fellow. Also because“black hat” activities have reached into the corporate world, as a director, I needed…