Technological disruptions are defining this era of rapid business transformation and driving a set of deep rooted questions about the future of work, the implications for organizations, management and employees and how we can navigate to the ‘next horizon’.
When the Commission for Environmental Cooperation launched a challenge to the youth of North America, they received hundreds of unique, green business proposals. The young entrepreneurs competed for seed funding and came up with some truly disruptive ideas.
Our existing organization needs to envisage a changing world full of disruption that calls for radical change. To meet different challenges, to be highly adaptive it needs to begin to organize around ecosystems to deliver on a vision that recognizes it has to be part of a greater collaborating network to thrive in this highly connected world.
These days, when migrants arrive at a refugee camp, one of the first things they ask for is access to WiFi and electricity to recharge their cell phones. Their smartphone is as basic a resource for survival as food and water. This is a vivid reminder of the fact that we are fully immersed in a digital world.
In this in-depth article Haydn Shaughnessy discusses why traditional ROI decision making is becoming irrelevant and how options planning is a key element of competitiveness. In these uncertain times firms need to recognise and analyse their options thoroughly in order to be ready for inevitable change.
Too many notes, Mozart was once told. Too many ideas, we might say today. The culture of innovation is awash with idea generation and its sidekick, fail-fast fail cheap innovation. Worse, we need a culture of transformation not just innovation. Accenture recently reported that 81% of executives they interviewed see platforms as central to their strategy over the next three years.
How might you foment authentic breakthroughs through collaborative innovation? The fuzzy front end, by name and nature, fails to lend itself to foregone conclusions. Yet, as the innovation practitioner, you can take certain steps that increase the likelihood of achieving breakthroughs. In this article innovation architect Doug Collins explores the most critical steps for people who see the practice as a means of transforming the organization.
Innovation, the act of creating novelty, has become omnipresent whereas what we really need to know is how to change enterprises, how to transform them, how to make them Elastic Enterprises, urges Haydn Shaughnessy in this provocative article.
Is the world turbulent and hard to predict or changing in discernible ways? Two prominent strategists have different views, but draw similar lessons for business leaders.
Over recent years the terms innovation and design thinking have taken on a life of their own through a variety of channels and media. Millions of words have been written on these topics by journalists, consultants, practitioners, and curious bystanders. Then throw in discussions about design itself and an even wider range of opinions emerge. What is a business leader supposed to make of all of this?
Social creativity is on the rise, driven by tools that enable us to create value through tweets, blogs, wikis, videos and other empowering technologies, says George Por.
According to leadership author Seth Kahan, navigating uncharted waters which often gives rise to anxiety and uncertainty. Visionary leaders learn to work with that energy and transform it inside themselves into creative progress.
Scott Anthony, in his new book, The Silver Lining: An Innovation Playbook for Uncertain Times, does an excellent job of making the case for corporate transformation, and why it is an appropriate approach can help companies to escape their narrowing options in today's turbulent economy.
Do you have a big idea that you feel confident will change your world? Are you willing to take the risk of being audacious? According to Sandy Nelson, passion is the key to unleashing your creative energy.