A central argument of this blog is that every company must grapple with the reality that their current business model has a finite life, which means seeking reinvention and transformation. Leaders, too, need to constantly think about how they can reinvent and transform themselves. My own transformation begins this month as I transition from running Innosight's consulting operations to head up Innosight Ventures, Innosight's incubation and investing arm, in Singapore. This is a wonderful opportunity for me to move from advising companies on issues of disruptive innovation to the true front line of disruption. Innosight Ventures has proven the most promising of Innosight's experiments. We set Innosight Ventures up a few years ago as a separate entity to incubate and invest in disruptive growth ventures. We very intentionally kept the business separate because of its distinct business model. In that time period Innosight Ventures created close to 100 business plans, tested about a dozen ideas in markets, and has gained traction with four ventures: