Short and succinct have been the watchwords for Driving Disruption: An Operator’s Manual.
Here you’ll find some abbreviated stories illustrating the skills and steps in action.

Connect the Purpose and the Mission to the Change

When the need for change is urgent, the leader must clearly demonstrate how deeply it connects to the company’s mission and culture.


Years ago, Ginger Graham became CEO of Advanced Cardiovascular Systems, a privately-held business that had already struggled through leadership changes and was losing market share.  In addition, the company had received a warning letter from the FDA. 

Understandably, employees were disillusioned and worried about what would happen next.

The need to change was immediate and critical: despite the fact that the company had a leading technology in interventional cardiology, Ginger was faced with a classic burning platform.  She and her team set about describing the company’s purpose and reminding employees of the value of its products.  As she said, “We were literally saving people’s lives.”  No exaggeration.  The products were life-saving and life-changing.

There were many reasons the company had made a huge difference and could continue to do so. Everyone in the company needed to feel that.  To reenergize people and reinforce the purpose of the business, the team brought patients into company meetings.  Their presence and their words underscored “why what we were doing mattered.” Putting real faces on heart patients who would have died without the product made the company mission real and undeniable.