In “A palette of plans” in The Economist, Schumpeter writes that choosing a strategy is a lot more complex for companies than it used to be. He notes that “Overlying all strategy options is the strategy of being ‘ambidextrous’, that is, being able to skip nimbly from one strategy to another, or to pursue several of them simultaneously. Some companies, such as PepsiCo, have two separate groups of people in each division: one whose strategy is to maximize the efficiency of the business in its current form, and another that looks for ways to disrupt it (before someone else does).”

He concludes by saying that “what bosses need now is a book on how to prevent such organizations from becoming self-contradictory and conflict-ridden ones.”