Managers’ styles, and their perspectives and in-class presentations, were quite varied. They reflected the characteristics of their firms, industries, histories, experiences and values. Top managers know that their essential responsibility, their true service to the organization they manage, is to make sure the organization has a future. The general manager’s role as “organizer” emerged from these conversations but with a focus on people as a starting point rather than tasks. Managers should define the businesses in which the firm can create sustainable competitive advantage. Consequently, countless methods have been developed to help general managers understand the competitive environment, a firm’s capabilities and resources, competitive interaction, potential new players and radical change actors. Traditionally, the business model – its design, configuration and adaptation – has been a priority for general managers. Designing, experimenting, rapidly prototyping and deploying new business models has become a daily task and priority of general managers.