Have you ever been on a flight where as you’re taking off all you can see out the window is hazy, overcast weather – only to at some time later have your flight break through and emerge above the clouds, where all of sudden the sun is shining bright and clear? If so, then you’ll know how this gives one a sense ...

We get hired to moderate and facilitate a lot of meetings. Sometimes they are annual strategic workshops. Sometimes they are customer co-creations. They range from strategy to innovation and every combination between the two poles. Some of the most telling is the meetings that explore a potential growth area for a business. Many organizations cannot summon the objectivity to lead ...

Corporations are not absolute and monolithic entities, but are instead as alive and dynamic as the people who work there. When corporations mistakenly presume rigidity, act as it immortal and refuse to adapt, they get a form of cultural cancer. Let’s explore this insidious conceit in more depth.

When you’re in a tempest the hardest and most important thing to do is not the most obvious. When you’re running a business everyone has advice. Some is good, some not so much. But there’s one piece of advice few people will ever get. Yet, far too many entrepreneurs desperately need to hear it. I was one of them. “Suddenly ...

If you’re trying to predict the future, you might want to read this first. The Web is littered with predictions for what the future will bring. But what if I told you that rather than trying to predict the future, you’re better off just building it? A bit cliche? Perhaps. But time and again I’ve found that trying to predict ...

Innovation portfolios will rely heavily on the strategic goals of the organization and should naturally evolve and adapt to changing environmental needs and company direction.

“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.” Stefan Lindegaard shares his latest presentation: Rethink Innovation!

When Daniel Pink visited EMC’s Leadership meeting in early January of 2014, he focused quite heavily on employee autonomy. In the long term, he reasoned, granting autonomy will increase employee productivity.

We can’t manage strategy in the 21st century without discarding the comfortable dogmas of the 20th century. Today, we don’t produce products as much as we design them and that calls for a strategic shift.