This paper provides a framework for “evolving” business, organizations and brands based on the mechanisms of evolution commonly discussed within academic anthropology. It begins with an analysis of the differences between the concept of “evolution” as evoked in corporate and academic settings. Then, placing the burden for resolving this discrepancy in the hands of practicing anthropologists, it offers a model for assessing business challenges and opportunities for growth based on the four primary mechanisms of evolutionary change: natural selection, mutation, flow, and drift. Positing industries as “species,” the paper presents four case studies of financial services companies that used each of these mechanisms to achieve competitiveness and “evolve” the industry. It concludes with more general recommendations as to when and how each mechanism can address specific business and/or organizational challenges.