In biological evolution, sexual reproduction enables this. But longer leaps have their own perils. In foggy or uncertain conditions, it is difficult to predict where one will land. So there has to be a subtle mix of adaptive walk and long pogo jumps while trudging a rugged business landscape. This calls for big bets on parallelism and experimentation with new adaptations constantly emerging.
Parallelism ensures more information and choices in a 'foggy' landscape.
Experimentation presents its own risks, like the unrelated-diversification craze of the 1970s. Beinhocker says that a company should undertake a portfolio of strategic experiments in the business it knows. Yet some of them may be risky and different from the current line of business although they may leverage core skills and assets. Microsoft's entry into the Internet business has expanded the bounds of its business to media, content and communications. It does leverage its brand and its core strength in software while helping it build new ones.