Category Archives: Managing organizations
What’s Wrong With Corporate Innovation ?
I was recently approached by a very large airline, asking for my advice on how to drive innovation internally. It is hard to summarize the discussion & suggestions in a single post so this post is divided into 3 parts:
What’s Wrong With Corporate Innovation ?
I was recently approached by a very large airline, asking for my advice on how to drive innovation internally. It is hard to summarize the discussion & suggestions in a single post so this post is divided into 3 parts:
What structures do companies use to drive innovation?
Let me very quickly mention some of the structures I’ve seen used by different organizations, as well as some of the challenges: Description Challenges Companies using that mechanism 80/20 rule Employees are allowed to spend 20% of their time working
What structures do companies use to drive innovation?
Let me very quickly mention some of the structures I’ve seen used by different organizations, as well as some of the challenges: Description Challenges Companies using that mechanism 80/20 rule Employees are allowed to spend 20% of their time working
How do companies drive innovation effectively?
I’ll divide the answer to that to two parts: internal innovation and external innovation. Internal Innovation Hiring corporate entrepreneurs or establishing incubation groups has been an emerging trend. A couple of elements will make those groups more successful: Start by
How do companies drive innovation effectively?
I’ll divide the answer to that to two parts: internal innovation and external innovation. Internal Innovation Hiring corporate entrepreneurs or establishing incubation groups has been an emerging trend. A couple of elements will make those groups more successful: Start by
The Complete Guide to Incubators
Over the last year we have seen a phenomenal growth in the number of incubators emerging around the world. IdealLab (1996) in Pasadena, Y-Combinator (2005) in Mountain View and TechStars (2006) in Boulder were alone for a while , but
The Complete Guide to Incubators
Over the last year we have seen a phenomenal growth in the number of incubators emerging around the world. IdealLab (1996) in Pasadena, Y-Combinator (2005) in Mountain View and TechStars (2006) in Boulder were alone for a while , but
Congratulations ! you are now the CEO – what’s next
You were just appointed the CEO of a company in distress. You are expected to quickly turnaround the business. What do you do ? I was asked that question a couple of weeks ago and so I sat down to
Congratulations ! you are now the CEO – what’s next
You were just appointed the CEO of a company in distress. You are expected to quickly turnaround the business. What do you do ? I was asked that question a couple of weeks ago and so I sat down to
People & Culture as a long term competitive advantage
Analyzing and working with many companies made me a great believer in companies with a strong culture that empowers employees. A company itself seldom generates sustainable value in my view. A close analysis would usually reveal that the employees within
People & Culture as a long term competitive advantage
Analyzing and working with many companies made me a great believer in companies with a strong culture that empowers employees. A company itself seldom generates sustainable value in my view. A close analysis would usually reveal that the employees within
Corporate innovation – A survival guide
Can corporate innovation be sustainable ? Let’s talk about some of the best practices to maintaining corporate innovation through two stories. Late 2000. Moore’s law, about shrinking transistors by half their size while doubling a chip’s processing speed every 18-24
Corporate innovation – A survival guide
Can corporate innovation be sustainable ? Let’s talk about some of the best practices to maintaining corporate innovation through two stories. Late 2000. Moore’s law, about shrinking transistors by half their size while doubling a chip’s processing speed every 18-24
Calling for a new strategy
“However beautiful the strategy, you should occasionally look at the results.” — Winston Churchill (1874 – 1965) Does Winston Churchill challenge the common practices of many organizations today ? I would argue that he might challenge a common practice and
Calling for a new strategy
“However beautiful the strategy, you should occasionally look at the results.” — Winston Churchill (1874 – 1965) Does Winston Churchill challenge the common practices of many organizations today ? I would argue that he might challenge a common practice and
