Matthew Griffin

MATTHEW GRIFFIN

Matthew Griffin is the Founder of the 311 Institute for Innovation and Business Management a non profit Innovation Consultancy with Academic and Enterprise Affiliates in the US, Europe and APJ and a leading authority on disruptive innovation. Mr. Griffin works extensively with the Global 250, Federal and Non Profit Enterprises to devise growth strategies, build innovation capabilities and create products and services that improve people’s lives and has coupled his broad industry knowledge and lateral thinking with innovative insights to help enterprises including McLaren Formula 1 and the FIA, Toyota, Barclays, Lloyds, GE, DHL and ADP build new differentiated revenue streams.

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How to Assess your Organization’s Capability to Innovate

In today’s rapidly evolving world the ability to create new value and the ability to be innovative is now more important to an organisations survival than at any other time in our history and the ability of organisations to assign the right level of resources in the right manner is a critical to creating a successful innovation practise.

How to Build a Lean High Performance Innovation Team

The world we live in is changing at a dizzying rate and sectors including energy, technology, entertainment, communications, finance, sports, manufacturing and engineering are all experiencing shifts on a seismic scale. Many of the innovative advances of the past ten years, from smart phones to digital cameras have become commoditised and creativity has become the currency of success. In this article author Matthew Griffin shows how large and small organisations alike can build lean, agile, high performance innovations teams and bridge any shift successfully.

How to Unseat the Incumbent

Incumbents. Everyone who isn’t one hates them and if they don’t already tease you enough from their ivory towers you just know that their lazy overpaid salesman is playing golf somewhere waiting for orders to drop into his inbox before he goes to the nineteenth hole. So how will your sales teams topple the golfer?

Using a War Room to Create Pervasive Innovations

Your teams did their market research. They ran an array of consumer insight sessions. They found the customers’ real Need. They ran professional ideation and storyboard sessions. They created prototypes and performed market tests. They developed their go to market strategy. They executed their plan. Product sales fell dramatically short of expectations. Why? What did they overlook?