ABSTRACT
Part 5 delineates how to map and try to navigate the disruptive processes which are continuously fracturing the profession. It also outlines the troubling possibilities of disruption for disruption’s sake and how to identify if you, as a practitioner, have become a comfortable incumbent in need of your own disruption or handoff to a more agile performer. In this chapter we talk about:
How to be a mentor in a world without apprenticeships
Internal and external disruption and transitioning
Helping your practice utilize the open innovation network to share and leverage disruption
Hiring a chief disruption officer
