We all know that big, established companies struggle to respond to "disruptive" change. Blockbuster, HMV, Nokia, and Yahoo! are all current examples of companies that are struggling with this problem--they are trying to adapt, but are being held back by powerful and often invisible inertial forces...
Innovation can happen by chance, without a determined effort or specific methodology. But when it does, it's more like luck than strategic progress. While there is a role for serendipity in strategy – being able to take advantage of pleasant surprises -- too often, that's the only way companies approach innovation: with fingers crossed.
One of my friend working in a big multi national company (Culturally diverse), was talking to me and said that : "Dude, My Boss told me to control my enthusiasm of how I do stuff!!, And it was really
PARC made a radical transformation from a captive research center to a commercial open innovation business. This forced PARC to create a number of new practices in innovation management -- just t
The Information Age has accelerated the speed of business. Old management models are crippling effective leadership. Leaders need more data. Social discovery helps bridge the information gap.
With the advent of new technology and the ever-growing and increasing demands for top and bottom line growth without additional headcount, it has become the imperative for organisations to find more e
Only a third of excellent companies remain excellent over the long term. Even fewer change programs succeed. These are the facts, yet these need not be the odds of success for your organization. Insightful advice (beyond common sense) and pragmatic methods (readily applicable) are available to help...
From cave paintings to moon landing, humankind has achieved amazing progress based on imaginary models, analysis and control of equilibrium-oriented systems broke up into their constituent parts
Last week, Nokia's new CEO Steven Elop wrote a scathing memo to his team at Nokia, describing the company's declining market position in mobile phones as a "burning platform". Such direct and blunt language is unusual in most corporate settings, and shows how seriously Elop views Nokia's troubles...
