RENEWAL
Reinvention Starts With Assets Already Hiding Inside
MIT Sloan Management Review used Orsted and Microsoft to examine how established companies reinvent without starting over. The article argues that successful transformations often begin by identifying deep, transferable capabilities already inside the company, then redirecting them toward a new strategic purpose.
The piece is useful because it rejects both nostalgia and blank-slate fantasy. Incumbents can fail by clinging to the visible core, but they can also destroy advantage by discarding what is still valuable. The sharper question is which hidden capability can travel into the next market.
Source: MIT Sloan Management Review · September 9, 2026