Innovation & Institutions, Will it Blend?
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Innovation & Institutions, Will it Blend?
Where innovation is happening beyond the stuff of small start-ups & tech companies. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation and careers, SUBSCRIBE to REVELN.com/Tools/
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Empathic Innovation | Looking Beyond What Is to What's Next

Empathic Innovation | Looking Beyond What Is to What's Next | Innovation & Institutions, Will it Blend? | Scoop.it

Many innovations come from a deeper level of customer and market understanding. They go beyond what current customers say they need. They solve problems that customers either don't realize they have or didn’t know could be solved.

Many new (or extended) products and services come from empathic innovation. These are innovations that flow from a deep empathy and understanding of the intended customers’ problems and aspirations.

Innovation Pathways include:

* Make sure the “voice of the market” pervades every part of your organization. Bring customers into your company offices and plants for visits, joint problem solving and planning sessions, celebrations, focus groups, conferences, barbecues, presentations, and the like. 

* Don’t allow any managers or staff (such as accountants, marketers, or human resource staff) to participate in decisions unless they’re spending a minimum of 25% of their time with current or prospective customers and partners in the market.

* Make your senior managers responsible for some business development and ongoing customer service. They should be spending 25 – 35 percent or more of their time with customers (the same amount of time should also be spent with external and internal partners).

* Identify your leading-edge external customers and partners and bring them into your product and service development processes. 

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Lego's $50 Million Open Innovation Failure

Lego's $50 Million Open Innovation Failure | Innovation & Institutions, Will it Blend? | Scoop.it
Yes, Lego took a loss around that size when they decided to shut down their online game, Lego Universe, but they also learned some valuable lessons.

Lego admits they did things wrong with Lego Universe. A big mistake was that they required people to buy a DVD in a store before they could start playing the online game. The reason for this was that extensive research had shown Lego that kids really want a physical product that they can touch and feel.

Ok, the use of market research sounds fair enough, but Lego’s approach still highlights an important lesson on innovation. Extensive research can be dangerous.
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The Persistence of the Innovator's Dilemma - Scott Anthony - Harvard Business Review

The Persistence of the Innovator's Dilemma - Scott Anthony - Harvard Business Review | Innovation & Institutions, Will it Blend? | Scoop.it

One more excerpt from Scott Anthony today:  

 

Excerpt:

The innovator's dilemma persists. Just ask executives at Blockbuster Video, Sony, Nokia, Microsoft, Hertz, Kodak, Delta, and nearly all newspaper companies.

 

Capital markets is one explanation. As this argument holds, the short-term pressure of the capital markets, coupled with management incentives tied tightly to stock prices, make it hard for companies to investment in new growth businesses.

 

Even if companies know what they need to do, their investors won't let them.

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Big Company Innovation Trailblazing: P & G's Latest Innovations & Innovation Approaches

Big Company Innovation Trailblazing:  P & G's Latest Innovations & Innovation Approaches | Innovation & Institutions, Will it Blend? | Scoop.it

This is Proctor & Gamble's site posting their monthly innovations spaces.  In a post-Jobs-angst world where Apple and Google are maturing admist buzz that they may be losing their innovation edge, P & G stands as an example of large company innovation, connected with the leadership of A.G. Lafley.

 

From the site: "We are growing P&G by fulfilling our Purpose with innovative products that improve people’s lives in small but meaningful ways."

 

P & G's website & global showcase:

 

* The Clay Street Project - November - taps into P&G's greatest asset – its people.

 

* The Loft Approach - September - an immersive, multi-sensorial experience based on classic storytelling that helps P&G teams solve unique problems, look at a new future and create new products.

 

* Business Sphere - Business Sufficiency analytic models enable the Company to be rapidly responsive to changes in the marketplace and uncover new opportunities

 

* Product of the Year - June - Consumers around the globe chose 22 P&G products to be honored with Product of the Year Awards for 2011. These awards represent the world's largest consumer-voted distinction for product innovation.

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The 2011 Global Innovation 1000: Why Culture is Key to Performance

The 2011 Global Innovation 1000: Why Culture is Key to Performance | Innovation & Institutions, Will it Blend? | Scoop.it
Certain companies succeed in producing innovative new products and services, and in so doing generate superior financial results.

Our 7th annual Global Innovation 1000 study has consistently demonstrated that the success of these companies is not a matter of how much these companies spend on research and development, but rather how they spend it.

This year, we took under consideration two particular qualities — strategic alignment and a culture that supports innovation — that truly innovative companies have put in place that allow them to outperform the competition.
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What Managers can learn from Entrepreneurs, Principles of Corporate Effectuation, Video

What managers can learn from expert entrepreneurs.   Corporate effectuation offers managers the possibility to be entrepreneurial in a corporate setting and still be in control.

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Innovation is Not 'Best Practice' > Check out the Roots!

Innovation is Not 'Best Practice' > Check out the Roots! | Innovation & Institutions, Will it Blend? | Scoop.it

Innovation, that perennial favorite, has recently lost some of its luster. 

 

There is increasing evidence that innovation, as currently understood, will NOT solve all our problems.

 

Studies on CEOs show that fewer and fewer feel they’re getting value for money from investments in innovation, and in several fields (e.g. biotechnology and advanced materials research) we can see that the development of radical new innovations has not progressed at the pace we might have expected.

 

...it is up to us to re-evaluate our position on innovation if we want to stay true to its radical nature.

 

...we might need to go beyond the notion of “best practices” and instead bring back innovation to its radically creative roots.

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Innovation is About Execution, Despite the Myths - Forbes

Innovation is About Execution, Despite the Myths - Forbes | Innovation & Institutions, Will it Blend? | Scoop.it

Most people think innovation is all about ideas, when in fact it is more about delivery, people, and process.

 

Vijay Govindarajan and Chris Trimble, in their book “The Other Side of Innovation: Solving the Execution Challenge” have done the best recent research on this subject.

 

For example:  Myth:  Effective innovation leaders are subversives fighting the system.

 

Fact:  Effective innovation leaders are not necessarily the biggest risk takers, mavericks, and rebels. The primary virtue of an effective innovation leader is humility. What you want is integration with real world operations.


Via Karen Steffensen
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Innovation and Effectuation. Are they siblings? | LinkedIn & Reveln

Innovation and Effectuation.  Are they siblings? | LinkedIn & Reveln | Innovation & Institutions, Will it Blend? | Scoop.it

Know thyself: Saras D. Sarasvathy, Darden School of Business, University of Virginia

Additionally, you are only going to invest what you can afford to lose - no more.

 

I'm very curious about Effetuation as a focus of a newly opened LinkedIn group because:

 

1) Effectuation popped up in my curation screen, including this new open LinkedIn group,

 

2) that "good fit" as described in this curation post is another angle to Effectuation that is news to me, and fits work that many of us do with leadership teams and leader development, and

 

3) Innovation and Effectuation, if not married, seem to at least be relatives in the same close family.

 

I'll post more about Effectuation in this ScoopIt curation stream as it connects to institutions and innovation as I'm able to see & share the linkages.   In the next few days, I have a new LinkedIn group to check out.

 

 ~ Deb (Reveln Consulting)

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Jamming It with Slowdown: Arts Entrepreneurs Thrived By Working With Politicians & Business

Jamming It with Slowdown: Arts Entrepreneurs Thrived By Working With Politicians & Business | Innovation & Institutions, Will it Blend? | Scoop.it
Bringing Omaha the art & music vibe it needed, and getting the cool kids to stick around. This is a great story, complete with angry neighbors, city hall and making lemonade that pays and retains.
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New Entrepreneurial Sabbatical for Professors, Univ. of Cincinnati is an Engine for Innovation

New Entrepreneurial Sabbatical for Professors, Univ. of Cincinnati is an Engine for Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

Excerpts:  Montemagno, dean of the College of Engineering and Applied Science, is an entrepreneurial pioneer for University of Cincinnati (UC). This month, he raised $50 million in funding from the state of Ohio and GE Aviation to start a new research institute at the university.

 

He soon will launch an Entrepreneurial Innovation Center which will give his college’s 140 professors and 4,300 students access to workshops, mentors, lab space and an engineering accelerator program to help build and launch businesses.

 

A new entrepreneurial sabbatical allows professors a year away from teaching in order to start their companies.

 

...Soon after joining the college as dean in 2006, Montemagno began lobbying for a research engine like those at the University of Dayton, Georgia Institute of Technology or Research Triangle Park in North Carolina.

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America Falling Behind in Space Race & Innovation |

America Falling Behind in Space Race & Innovation | | Innovation & Institutions, Will it Blend? | Scoop.it
Fear is growing among some Americans that China may take ownership of the moon.

 

China is racing ahead to build its first space station: a potential jumping off point for deeper space missions and a center for scientific research.

 

Meanwhile Americans are dependent on other countries for access to the international space station.


Fear is growing among some Americans that China may take ownership of the moon.

 

... with America’s space program in shambles while other nations build their programs up, America may lag behind in the race to dominate space and technology.

 

The space program may seem trivial to some, but it goes hand in hand with being an economic leader.  It brings with it unparalleled innovation in high tech fields, and if we invest in that and ensure our domestic industries are protected, we can begin to rebuild our economic strength.

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4 Innovation Tools To Help Your Business Tap The Wisdom Of The Crowd

4 Innovation Tools To Help Your Business Tap The Wisdom Of The Crowd | Innovation & Institutions, Will it Blend? | Scoop.it

Try tapping into the brainpower of your customers or partners, and see what ideas arise. Collective wisdom is one of the great beauties of the Internet.

 

Summary:  Four useful tools for building your own “innovation community,” wherever they may be.

 

Bulbstorm - Its innovation tools are closely tied in with social media, making it a good fit for any small business that’s active in the social media space.  You can post your own ideas (“bulbs”) and get feedback, or reach out to innovators in your industry to get their ideas.  Basic access to Bulbstorm is free and you can create micro-communities for your employees, customers or other partners to collaborate securely with private-group settings and idea-sharing controls that protect your confidentiality and intellectual property.

 

Big Idea Group - uses its existing innovation community, the Insight Club, to come up with insights on the issues facing your business. The group can help you identify problems with existing products, services or programs; pinpoint innovation opportunities; and evaluate and refine proposed innovations.  Once you’ve finally got the big idea, Big offers a Rapid Review program that lets you get consumers’ opinions on a new concept or product in just a few days.

 

Rightnow - offers a wide range of business services focused on the customer experience, enables you to create your own online innovation community to involve your customers in coming up with ideas for your business. The service takes advantage of the fact that your customers are increasingly knowledgeable about products and services and increasingly picky about what they want—so if you’re developing new products or services, why not go straight to the source to get ideas?

 

Chaordix - handles crowdsourcing of ideas from start to finish, including developing a crowdsourcing plan, recruiting your crowd, moderating the process and providing technology that enables collaboration and innovation. Crowds can be used to help your business with everything from idea creation to problem-solving and product testing

Related tools & [posts by Deb:


  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams Deb Nystrom, REVELN, via a once a month via email, available for free here, via REVELN Tools.

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Deb Nystrom, REVELN's insight:

Stay tuned.  I'll be updating this post for 2014 soon.  ~  D

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PhoneArena Awards 2011: Best Innovation

PhoneArena Awards 2011: Best Innovation | Innovation & Institutions, Will it Blend? | Scoop.it
It's time for our second post in the PhoneArena Awards 2011 series, where we acknowledge the best (or worse) products, technologies and achievements that have occurred during the year.



And the award goes to: Google Wallet

While limited right now, Google Wallet is still a very important milestone for the proliferation of the NFC technology. It's the first attempt at creating a standardized payment system based on near-field communications. What could be easier than just taking our phone out and placing it on top of a terminal for a second to make а purchase? 
The service is still only available on the Nexus S 4G on Sprint, and works with Citi Mastercard, but there are plans to expand it with support for other cards like Visa and American Express.  It's most complete approach to NFC to date, so we're having our fingers crossed that we'll see further development of the service soon!
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Simple solution innovations that saved infant lives in Mumbai ~ including Bubble Wrap | Kinsey

Simple solution innovations that saved infant lives in Mumbai ~ including Bubble Wrap | Kinsey | Innovation & Institutions, Will it Blend? | Scoop.it

From Kinsey:  There's no doubt that groundbreaking inventions and discoveries have moved the world forward, but sometimes, a small innovation can be just as powerful.

Simple, low-cost innovations can yield dramatic gains. Instead of expensive technology, these solutions require only a deep understanding of the problem, a strong desire to create change, and a lot of common sense.


Using this kind of thinking, Armida Fernandez cut infant mortality almost in half at a Mumbai hospital that serves the city’s poorest residents.


Click on the title to read the full story.

 

Photo credit:  mollypop via Flickr CC

Deb Nystrom, REVELN's insight:

Useful perspective that the technology tools may be the problem, and solving it with bubble wrap.

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Classic & Fresh: A.G. Lafley's Innovation Leadership at P & G and Extreme Liberal Arts base

This is from 2008, but it is still fresh today:  Seven takeaways excerpted from Scott's interview with blog (Harvard)  on Innovation via turn-around executive, P&G CEO A.G. Lafley:

 

1. In an age of disruption, growth is getting increasingly difficult.


2.  Companies need to take the long view. Lafley said he finds it hard to watch CNBC for more than 7 minutes because the focus is so short-term.


3.  The customer needs to be the center of the innovation equation. When Lafley took over as CEO in 2000, he said he saw too many managers on their cellphones, or buried in spreadsheets, in essence "showing customers their behind."


4.  Experimentation is key. Lafley talked about the value of giving customers even crude prototypes to test an idea. He also described how different parts of his organization approach innovation differently, and that's a good thing.


5.  Complex organizations need to simplify to successfully innovate. Lafley said he seeks Sesame Street simplicity.


6.  The CEO has to be the "Chief External Officer" to manage external pressure and the "Chief Innovation Officer" to push the innovation agenda forward.

 

7.  Scott also added important role of companies building an innovation portfolio. Lafley said he expects his business units to have somewhere between 10 to 30 percent of their innovation portfolio focused on disruptive innovation.

 

Lafley's education?  He said his "extreme" liberal arts education (he spent some time in Paris, and at one point was pursuing a Ph.D. in medieval and renaissance European history) has left him open minded and interested in collaboration.  (It does my liberal arts BA degree proud!)

 

Ref:  Harvard blogger, Scott Anthony on May 21, 2008

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Khan Academy Snags $5 Million To Blow Up Education, Pace-it-Yourself Education

Khan Academy Snags $5 Million To Blow Up Education, Pace-it-Yourself Education | Innovation & Institutions, Will it Blend? | Scoop.it
Online classrooms getting hotter....

 

Khan Academy, a site that hosts thousands of lectures in the form of videos and practice problems, has raised $5 million.

 

Founder Salman Khan started the site to build an education system where students work at their own pace. Students are encouraged to continue working on the same topic until they master it and move on.


Khan Academy gets around 39 million pageviews and 3.5 million unique users each month, Khan said at the Web 2.0 Summit in San Francisco last month.

 

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These Are The Top 10 Innovation Myths

These Are The Top 10 Innovation Myths | Innovation & Institutions, Will it Blend? | Scoop.it
Entrepreneurs aren't the only game changers.

 

Scott Anthony and colleague Josh Suskewicz came up with 10 innovation myths that they  encounter most often in the field.

 

The 10 MYTHS include:

> Innovation is random  

See the Proctor & Gamble innovation post in this curation stream as well as the Top 10 Myths list by Scott and Josh.

 

> You're either an innovator or you're not  (Glad to hear about nuture vs. nature.)

 

> Game changing innovation is done only by entrepreneurs  

(What a relief to see this one, as this is about intitutional innovation.)

   

Scott Anthony is the Managing Director of Innosight Ventures and has written three books on innovation, the latest being The Silver Lining: An Innovation Playbook for Uncertain Times.

 

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Designing appropriate tension into the innovation process

Designing appropriate tension into the innovation process | Innovation & Institutions, Will it Blend? | Scoop.it

"Appropriate adaptiveness is not a natural tension- it has to be designed.”

"When you are dealing with the innovation process you naturally have tension. Often if you have no tension or simply too much slack built into the process, you don’t end up in achieving a good result, it falls well below expectations. it is often this lack of designed-in ‘tension’ that is not appreciated like it should be within the innovation process. The wrong tension is left to eat away at the innovation process..."


Via Karen Steffensen
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Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly

Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly | Innovation & Institutions, Will it Blend? | Scoop.it

This matches my current experience.  Does it match yours in the fields of innovation and change leadership?

 

Excerpt:  If you’re a nonprofit news junkie, you know it’s nearly impossible to go a day without reading or hearing the words “innovation” and “impact.

"It’s little surprise, then, that collective eyes are beginning to roll when the terms innovation and impact are tossed around with little explication as to what they look like on the ground and within a more systematic framework. So, maybe it’s time to start putting our money where our mouths are and get serious about assessing what, exactly, is true innovation; and, most important, what are the kinds of innovation that lead to real impact—especially those that can be rigorously assessed and measured..."  Source:  @npquarterly 


Via Karen Steffensen, Deb Nystrom, REVELN
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Remodel Your Meetings To Create Internal Entrepreneurs | Fast Company

Remodel Your Meetings To Create Internal Entrepreneurs | Fast Company | Innovation & Institutions, Will it Blend? | Scoop.it
Imagine going to work on a Monday, only to find that everything in your work environment changed overnight. The corporate reception area is gone, along with the receptionist, who could barely be bothered to acknowledge the likes of you, anyway.

 

In less than two hours, everything is radically transformed. Each new idea is nurtured, explored and tested rather than flatly rejected with one negative cliché after another. The glass is suddenly perceived as half-full rather than relegated to its usual half-empty status.  

 

...BlackBerries and iPhones are turned off. ...There are no emails. The focus is absolute.

 

Good ideas are immediately locked in. People claim responsibility for tasks. Small groups are formed to set plans in motion.

 

Deadlines are set for the next month, as opposed to the next year. After the meeting, everyone leaves with a one-page summary of all the decisions.

 

Read on for some great inspiration and possibly, "it could happen here!"

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Lessons Learned Case Study: The Nordstrom Innovation Lab

Nordstrom is currently ranked #254 on the Fortune 500 with over $9 billion in revenues. Scrappy startup they are not. And yet they face the same competitive pressures that are causing every modern company to take a long, hard look at the process they use to innovate. Anyone who has read The Innovator's Dilemma knows just how hard it is for a company that has been successful to invest in potentially disruptive innovations.

From twitter > RT @JonathanKLewis: Slow development processes are a choice, not a symptom of large organizations anymore.
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Where is Your Anchor for Innovation? Be a Leader Not a Hero | Forbes

Where is Your Anchor for Innovation? Be a Leader Not a Hero | Forbes | Innovation & Institutions, Will it Blend? | Scoop.it

“Managers want authority,” says Seth Godin, author, keynoter and entrepreneur.  “Leaders take responsibility.”

 

In entrepreneurship the comparison isn’t between managers and leaders. It is between leaders and heroes.

 

In the six years that I’ve been following, studying and supporting entrepreneurs, I’ve found that none are interested in being managers. That is counterintuitive to their innate passion and impatience to innovate.

 

...depending on where that passion and impatience to innovate is anchored, entrepreneurs can either be leaders or heroes.

 

Those that chose to become leaders are confidently tied to a vision, knowing, as Godin points out, “where they’d like to go” and understanding that “they can’t get there without their tribe.”

 

Those that are heroes, however, are caught up in the ego, convinced that without them no success can be achieved.

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Innovation versus Invention > Real Innovators Sell & Ship | GSchirr

Innovation versus Invention > Real Innovators Sell & Ship | GSchirr | Innovation & Institutions, Will it Blend? | Scoop.it

The incredible story of Xerox and the Apple MacIntosh computer illustrating the difference between invention and innovation:

 

Excerpt:    Xerox invented the Mac.

 

...Corporate Xerox was unimpressed with the Alto (computer.)  It was expensive, and who needed a personal computer anyway? “Personal computer” sounded like “personal aircraft carrier.”

 

They had made an easy-to-use computer that spoke pictures instead of numbers. Jobs saw that a cheap version of this elegant computer might be gigantically popular and hugely important.

 

Xerox saw no potential in the device so they let the Apple Engineers come in and see their wonderful invention!

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5 Reasons Companies Fail at Business Model Innovation | Harvard Bus Review

5 Reasons Companies Fail at Business Model Innovation | Harvard Bus Review | Innovation & Institutions, Will it Blend? | Scoop.it

I've seen the upside of a university organization that is positioning itself to be innovative in its field, among competitors, and then some.  

 

What I've seen them doing in the early stages is consistent with the positive version of Saul Kaplan's five reasons, including taking a new view of the financials needed to take a risk on a new venture that might cannibalize existing products & services.

 

Insightful post!  --Deb

 

Excerpts:  Companies routinely fail at self-reinvention because they are so busy pedaling the bicycle of their current business models they leave no time, attention, or resources to design, prototype, and test new ones.

 

Even where investments are made in innovation, those efforts are focused on new products and services delivered through today's business models and on making the current models operate more efficiently.

 

These are important..but they are hardly sufficient in the highly networked 21st century, when business models don't last as long as they used to and incumbents increasingly face the risk of disruption.


Five important reasons that companies fail at business model innovation:

 

1) CEOs don't really want a new business model.

They are content with the current one. Any discussion about emerging business models and disruptive technology is viewed ...as a ...threat.


2) Product is king. Nothing else matters.

Business models that are exclusively focused on products are vulnerable to being disrupted by models that blend both product and service to significantly change the value proposition. Think iPod. Apple ...changed the way we experienced music bundling product (iPod) and service (iTunes).


3) Cannibalization is off the table.

Organizations fail at business model innovation because they blindly take cannibalization off the table even if a new business model may have significant upside potential.

 

4)  ROI hurdles are too aggressive for fledgling models.

New business models are likely to have very different economics and must be assessed in that context.


5) Rogues and renegades get no respect.

Many organizations fail  ..because they shoot their renegades or they wear them down until they leave.  ...Organizations must learn to celebrate and support people within the organization who are willing to challenge the status quo, to bring totally different perspectives on delivering value to the table, and to take experimental risks to explore new models.

 

...Business model reinvention is the new imperative for all enterprises who want to stay relevant in a changing world.

 

==Source:  Blog post in HBR by Saul Kaplan

 

What can you do as a leaders a leader in your own organization to make success more likely?

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