3 Ways to Systematically Come Up with Breakthrough Ideas

Every organisation and every leader that you talk to today, wants to build a culture of innovation and a breakthrough product as soon as possible. However, if we look closely, there are three ways to come up with an idea that has the potential to become a breakthrough innovation: Imagination Insights Challenging current assumptions Lets talk about all the three ...

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Transhumanist Innovation and the Future of Work, Health, and Personhood

“Transhumanism” isn’t a word that many people are familiar with. At least not yet. Just as “The Internet of Things” and “Automation” have begun to creep into the popular english lexicon, “Transhumanism” will also see its day at the forefront of our zeitgeist–perhaps sooner rather than later. The more popular and perhaps crude term for a “transhuman” might actually be ...

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IBM Has Created A Revolutionary New Model For Computing – The Human Brain

Technology isn’t what it used to be. 40 years ago, computers were strange machines locked away in the bowels of large organizations, tended to by an exclusive priesthood who could speak their strange languages. They were mostly used for mundane work, like scientific computation and back office functions in major corporations. Yet by the 1980’s, technology had advanced enough to develop ...

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Two Factors For Change Management Success

Long-term thinking is a vital element of effective change leadership. For change to pay off, a leader must have grit and a desire to see change through to the end. However, it can be tempting to focus your attention on the current quarter’s results, and put key change initiatives off. The forces pulling you to do this are compelling. Exxon ...

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Experiments in Talent Retention

A fallacy about organizational management prevents many firms from getting the best out of their best people: the notion that everyone who excels in their jobs will eventually become managers, directors, etc. True, some may have a talent for management, while others flourish in active roles that have nothing to do with managing. Yet, the “up or out” paradigm that exists in ...

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