Feature Of The Week

The Three R’s of Innovation – Risk, Reward, and Resources

The Three Rs of Innovation – Risk, Reward, and Resources

Is it innovation or continuous improvement or is it innovation? Is it regular innovation or disruptive innovation? Is it new enough or too new? These questions are worse than meaningless as they suck emotional energy from the organization and divert emotional energy from the business objective. With every initiative, there are risks, rewards, and resources. Risk generally tracks with newness, ...

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Leaning into Change Management

Change management used to refer to the practice of controlling changes to a system, but increasingly the term has come to be used more often to describe the profession and the practice of managing organizational change. And within the practice of change management, many people over-index on communications and training and many change professionals get pulled in to try and ...

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Inside Alibaba – Jack Ma’s Digital Innovation Factory

Jack Ma of Alibaba

Artificial intelligence. Augmented reality. Facial recognition. Connected “internet” vehicles. Global virtual marketplaces. App-based digital payment systems. Pharmaceutical e-commerce. Humanoid robots. Giant vending machines for cars. This is not just the magical stuff of today’s digital-driven, transformation economy. It’s a snapshot of the cutting-edge innovation work currently underway at one of the world’s most exciting and admired companies: the Chinese tech ...

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Overcoming the Not-Invented-Here (NIH) Mindset

When Chris Messina, a former Google designer, conceived of a simple way to filter content and create channels on Twitter in 2007, he blogged about his idea: “Every time someone uses a channel tag to mark a status, not only do we know something specific about that status, but others can eavesdrop on the context of it and then join ...

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Hallmarks of Organizational Ambidexterity

If you are a frequent reader of my posts, you may know we’ve been relentlessly highlighting the importance of organizational ambidexterity as vital requirement for modern dual corporate innovation approaches. Managing today’s business and creating future’s business successfully at the same time is probably the most demanding, yet indispensable challenge for future-proof organizations and their leaders. But what are hallmarks of successful organizational ambidexterity? What do companies that have properly implemented ...

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The Real Starting Point for Strategy

“If I had the key members of your executive suite all in the same room, would they all be able to articulate the essence of your current strategy clearly and consistently?” I asked the executive vice president of strategy. “Probably not,” she replied. “But I do know we need a new one, because the current one isn’t working.” I hear ...

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Changing Change

Changing Change

The business world is showing an increasing interest in the people side of change, and there is a very real reason for this… Companies are spending an increasing amount of their budget on technology and working to transform their operations to be more digital in order to provide a better experience for customers, employees, partners and suppliers while simultaneously creating ...

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