ABSTRACT
MBA students learn to use the expected monetary value to evaluate risky opportunities. When companies face disruption-of their own making or in response to that of others-the strategic principle acts as a beacon that keeps the ships from running aground. Disrupting for growth starts with superforecasting, but it can't end there. John Steinbeck said, "Change comes like a little wind that ruffles the curtains at dawn, and it comes like the stealthy perfume of wildflowers hidden in the grass". Change may come to individuals like that, but in most organizations, disruption is more like a tornado than a gentle wind. The COVID-19 pandemic disrupted business as usual, but there's nothing new about disruption. Responding to disruption will never be optional, but successful leaders should realize that disrupting for the greater good has now become mandatory.
