Anthony Ferrier

ANTHONY FERRIER

Anthony Ferrier is a well-regarded executive, advisor and thought leader on corporate innovation, with a focus on employee engagement and training. He advises companies on how to thrive in an exponential world, by developing appropriate strategic frameworks to guide organizational change and build cultures that encourage the development of new ideas. Anthony is a widely-read author, speaker and advisor to organizations such as Bristol-Myers Squibb, Fidelity Investments, Pfizer, Johnson & Johnson, ADP and USAA. He previously led The BNY Mellon innovation program and has a Master of Commerce (University of Sydney) and Bachelor of Economics (University of Newcastle).

Shouting the Innovation Message (Finally): The Growing Importance of Internal Communication Planning

In the past year or so corporate innovation leaders have clearly taken an “ecosystem” perspective to their innovation activities. What this ultimately means is that they view all of their program’s activities as a connected whole and driving towards higher-level goals, often aligned with broader cultural change.

Enhancing a Startup Culture in a Corporate Environment

There is little doubt that startups are dominating leadership discussion in many sectors of the economy, and have even become a source of admiration in popular culture. Whether driven by the hopes of “unicorn” valuations and lucrative exits or by the desire for more informal, collegial working environments, startups are more prevalent and attractive to existing and potential employees than ever. In fact, in a recent Accenture survey, only 15% of the class of 2014 would “prefer” to work for a mature, established organization.

The Urgent Intrapreneur Opportunity: An Introduction for Corporate Leaders

The power and freedom that entrepreneurs and their startups embody is reinforced through a constant stream of media highlighting success, purpose and (mostly bullsh*t) bucolic work environments. As the global economy improves, business leaders of established corporate organizations need to consider how they can introduce an entrepreneurial spirit. Intrapreneurs are the answer, and this article provides a high level overview.

The Ticking Talent Time Bomb and Its Impact on Established Corporations

When I meet with corporate leaders we invariably get onto the topic of their business challenges. Some reoccurring themes that are increased competition, cost / margin pressures, regulatory hassles, globalization, etc. However, the more recent discussions have centered around one theme. Talent.

How Innovation Vendors Are Changing, and The Implications For Clients

Over the past couple of years, the services and solutions offered by innovation vendors have quietly shifted in new and interesting ways, with direct implications for corporate innovation leaders. Given that it is the middle of a long hot summer, I thought that it might be timely to outline some of the changes that I see taking place, and their impact on innovation leaders going forward.

Untapping Hidden Value: A New Partnership Model for Corporate Knowledge Management and Innovation Functions

In the current business environment, defined by some as the ‘Knowledge Age’, leadership interest is increasingly focused on Innovation and Knowledge Management development efforts. To date, these functions often operate along parallel, yet discrete, paths. As organizations seek new areas of growth, while further cutting costs there is an increasing need to build more effective partnerships in order to ensure ongoing success and drive additional business value.

Innovation Incubators and Accelerators: What Happens When They Go Wrong?

I recently wrote an article that outlined a new approach to developing and supporting successful innovation incubators and accelerators within corporate organizations. The article appeared to have touched a nerve as I had a number of people reach out to me to offer their experiences with incubators/accelerators. While I received a range of opinions, I was actually most interested in the stories of failure.

The Value of Incremental Innovation

In my first article in this series, I talked about the continued, and often misplaced, focus of corporate innovation leaders on developing disruptive innovation efforts. My basic argument within the article was the while “Big I” innovation can be a valid driver of growth. However, few companies are in the right position or have laid the appropriate groundwork to support and develop new, groundbreaking ideas, especially in the context of the existing organizational culture.

Do You Really Want Disruptive Innovation?

What company wouldn’t want to come out with the next iPhone, online bookstore or Swiffer mop? In the right circumstances disruptive innovation can be a valid path to drive the long-term survival and growth of a mature organization. But Anthony Ferrier argues that most companies are not in that environment. They talk (a lot) about pursuing disruptive innovation, but the reality is that they don’t really want, or are able, to support it.

Innovation Stakeholder Management: Gain Success From My Failure

In the second article on innovation stakeholder management, Anthony Ferrier focuses on two examples where he tried to generate broad support for innovation efforts with varying degrees of success. The lessons learned from these experiences provide insights for practitioners to successfully navigate stakeholder relations.

Embrace or Ignore Innovation Stakeholders: A Perspective on Corporate Antibodies

The accepted approach for Corporate Innovation leaders is to secure buy-in from all stakeholders, in order to secure success. This article (first in a series) argues against this approach, aiming for a more tempered effort, that seeks enough buy-in to push forward.

Building an Effective Corporate Incubator / Accelerator: A New Approach

With so much focus on establishing corporate innovation incubators and accelerators, more attention needs to be paid to maintaining effective employee connections back into the business units that will support the newly formed ideas.

Outside / Inside Innovation: Combining Open Innovation with Employee Networks to Drive Success

As business leaders seek additional impact from Innovation Programs, new ways to leverage and scale existing resources are being explored. One approach is to link externally sourced ideas with networks of innovation-minded employees, to generate additional business impact.

Starting an Innovation Program? A Strategic Approach to Create Success

Many innovation leaders tend to be tactically driven, but their corporate leadership is looking for more strategic planning and analysis. This tension often contributes to high turnover in innovation management roles, based on a misalignment around leadership’s expectations. In this article Anthony Ferrier suggests perspectives and actions that should be considered part of your innovation strategy plan.

Driving Innovation in Middle-Market Companies

For those of you who read my articles on a regular basis, you will know that I tend to focus on driving innovative activities and cultures within large, corporate organizations. Today however, I would like to focus on the value of innovation to growing, mid-market companies. For the purposes of this article I will consider mid-market companies as anywhere from 300 – 3,000 employees. This is just an arbitrary number, but it provides context for our discussion.