The Bank of New Zealand introduces a new business model by upending its management model, and empowering branch managers to think and act like business owners.
I propose that the transformation of the 20th century into the 21st be the Age of Answers to the Age of Questions. While answers are important, it’s more important to know what qu
Everyone is struggling to identify a way to make innovation repeatable, sustainable. But, unfortunately most thought leaders make potentially useful innovation frameworks unnecessarily complex.
Tongal circumvents the traditional Madison Avenue system, by using the internet to bring together talent around the world, and the organizations who need them to create winning advertising.
By now, I'd wager cold, hard cash that you've heard it all before: marketing's just not good enough, cool enough, interesting enough, fast enough, real enough, tough enough, slick enough, noisy enough, responsible enough. And, as rousing and convincing as those arguments are, you've probably also...
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.
"Nobody ever got fired for buying IBM." That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign : "Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."
