Boxes and Arrows
MAY 5, 2014
'I can draw. I went to art school. I studied painting until I fell out with the abstract expressionists and switched to photography. But I can draw. What I cannot do is diagram. I always wanted to. I have models in my head all the time of how things work. But when it comes time to make a visual model of those ideas, I can’t figure out to to represent them.
Integrative Innovation
MAY 3, 2014
The resonance to my recent post on integrating Lean Startup and Design Thinking features to a combined process has been stunning. It really seems to have hit a nerve! Interestingly, it looks like others support the idea of balancing and combining elements of both innovation approaches, too. A couple of days after having had published my post, Paolo Lorenzoni from IDEO confirmed the complementary nature of Lean Startup and Design Thinking.
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Hutch Carpenter
MAY 20, 2014
Over time, I’ve seen people write disparagingly about the use of best practices in innovation. A recent example of this comes from Paul Martin in Say ‘Best Practice’ again, I dare you. As Paul notes: For me the term ‘Best Practice’ conjures up images of a race toward uniform mediocrity, led by those who follow the crowd. I understand his position.
InnovationLabs
MAY 24, 2014
What the best way to move into an adjacent market? A recent Bloomberg Businessweek* article highlighted how not to do it, reporting briefly on the difficulties that Victoria’s Secret has had in moving from lingerie into the markets for sports bras, sweaters, jeans, and dresses. None of these new ventures has fared as well as […].
Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage
If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.
BPI Thought Leadership Commentary
MAY 30, 2014
This is true whether you are a chief innovation officer, line manager, or technologist. The catch: you are not born with these skills. You develop them through practice. In the words of Stanford University professor Bob Sutton, “Leading innovation is a daily chore where you work at getting slightly better.” In my work with companies, I’ve discovered two pivotal practices for.
Innovation Leader
MAY 27, 2014
"If someone on the team is not a little uncomfortable," says Global Director of Innovation and Strategy Louis Joseph, "then it’s probably a little too safe.
Business Innovation Brief brings together the best content for business innovation and strategy professionals from the widest variety of industry thought leaders.
Integrative Innovation
MAY 26, 2014
There is a lot of dicussion around how customer orientation effects innovation. The most extreme assertion is to “ignore the customer” in order to not becoming distracted from true innovativeness by getting too close to customers, limiting innovation to incremental new offerings. A research paper by V. Govindarajan, P. K. Kopalle and E.
Hutch Carpenter
MAY 21, 2014
What do you think about gamification for the enterprise? Smart innovation that helps deliver results? Or horrible idea that treats people as Pavlovian animals? Well, this week’s #innochat will examine that question. #innochat ? What’s that, you ask? #innochat is a weekly conversation that takes place on Twitter, covering topics related to innovation.
Linda Bernardi
MAY 21, 2014
Dear readers: The stack of books which I am reading is growing rapidly. Thank you for your keen interest and I know a few of you have reached out to see what is coming up next. So, in this blog I wanted to share with you which books I am reading and will continue to […].
BPI Thought Leadership Commentary
MAY 30, 2014
Breakthrough innovation requires new ways of thinking about customers, markets and companies. Mobile giant Ericsson is a prime example of a company that thought beyond its current market focus to create opportunities for itself and its partners. Insights are foundational to innovation. They help you “think different” in three important ways.
Speaker: Jason Cottrell and Gireesh Sahukar
Retailers know the clock is ticking–legacy SAP Commerce support ends in 2026. Legacy platforms are becoming a liability burdened by complexity, rigidity, and mounting operational costs. But modernization isn’t just about swapping out systems, it’s about preparing for a future shaped by real-time interactions, AI powered buying assistants, and flexible commerce architecture.
Innovation Leader
MAY 21, 2014
Clorox's R&D team brought together consumers, industry experts, and retailers to explore how to address the needs of families taking care of an elderly relative.
Harvard Business Review
MAY 19, 2014
'Not a week goes by without us publishing something here at HBR about the value of data in business. Big data, small data, internal, external, experimental, observational — everywhere we look, information is being captured, quantified, and used to make business decisions. Not everyone needs to become a quant. But it is worth brushing up on the basics of quantitative analysis, so as to understand and improve the use of data in your business.
CorporateIntel
MAY 15, 2014
I don’t know Elon Musk. I wish I did. This guy knows stuff. He’s the real deal. If there is a possible next Steve Jobs or Bill Gates, it could be him. He’s not goofing around with thin stuff that’s going to come and go. He already did consumer software engineering as his opening act as a cofounder of PayPal. With the massive payday he got from eBay for the sale of his company — a company that continues to operate as such an important platform it could someday be spun off
BPI Thought Leadership Commentary
MAY 30, 2014
Startups, by their very nature, are innovative. Larger, more established companies have to work harder to foster a culture that encourages innovation. Large companies that acquire innovative startups present an even more interesting take on how to capitalize on innovation and keep the entrepreneurial spirit alive. The 100-year-old telecommunications giant AT&T, and Israeli startup Waze off.
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Innovation Leader
MAY 20, 2014
Fay Arjomandi talks about the "xone" initiative to help Vodafone identify and work with startups that can improve its network and customer experience.
Innovation Leader
MAY 19, 2014
Rick Smyers of Fidelity Investments likens running a successful innovation program to planning a mountaineering expedition. Details, slides, and video inside.
Innovation Leader
MAY 14, 2014
Karen Kricorian explains how Disney's parks and resorts group approaches research: "When you think you know something that's when you need to shake up your thinking.
Innovation Leader
MAY 13, 2014
Mary Cullinane of Houghton Mifflin Harcourt, talks about breaking down walls between print and digital products and hacking away at hierarchies, and being customer-centric.
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Innovation is key to overcoming crises. This guide outlines how businesses can navigate uncertainty by adapting strategies, embracing open innovation, and strengthening resilience. Learn how to reassess business models, engage external expertise, and build a robust innovation ecosystem. Explore the three phases of crisis response—from immediate adaptation to long-term transformation—and discover how collaboration accelerates progress while reducing costs.
Innovation Leader
MAY 12, 2014
Phil Swishe of Brown Brothers Harriman shares the one-page guide he put together for the partner who was taking over management of his team in 2013.
Innovation Leader
MAY 7, 2014
The co-author of the new book "Innovation Governance" shares descriptions of eight major ways to structure a large organization's innovation leadership.
Innovation Leader
MAY 6, 2014
Chris Coburn of Partners HealthCare shares tips on maximizing innovation efforts, including five key metrics for measuring success. Find out more.
Innovation Leader
MAY 1, 2014
Innosight managing partner Scott Anthony says the problem could be too many "zombie projects" — and an organizational inability to kill them.
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Harvard Business Review
MAY 28, 2014
'When do you pass the buck and when do you take the blame? New research shows most of us only cop to failures if they can’t be attributed to something – or someone – else. But when we dodge accountability, we prevent ourselves from learning. In their recent HBS working paper , Christopher G. Myers, Bradley R. Staats, and Francesca Gino identify what they call an ambiguity of responsibility , which plays a powerful role in determining when you learn from failure and when you don’t.
Harvard Business Review
MAY 27, 2014
'College students who take notes on laptop computers are more likely to record lecturers’ words verbatim and are thus less likely to mentally absorb what’s being said, according to a series of experiments by Pam A. Mueller of Princeton and Daniel M. Oppenheimer of UCLA. In one study, laptop-using students recorded 65% more of lectures verbatim than did those who used longhand; a half-hour later, the laptop users performed significantly worse on conceptual questions such as “How do Japan and Swed
Harvard Business Review
MAY 7, 2014
'Saying “goodbye” is one of those activities that seems so simple it hardly requires advance thought — and so endings creep up on us and catch us unprepared. We tend to default to our habitual responses whether or not they’ve been effective in the past. As a result we often miss opportunities to enjoy truly meaningful endings — instead they’re rushed and poorly planned — or we skip over them entirely, casting the old aside as we race toward the new.
Harvard Business Review
MAY 29, 2014
'No matter how sound or well-intentioned your ideas, there will always be people inside — and outside — your organization who are going to oppose you. Getting things done often means that you’re going to go head to head with people who have competing agendas. In my career studying organizational behavior, I’ve had the privilege of witnessing some incredibly effective conflict management techniques.
Speaker: Yohan Lobo and Dennis Street
In the accounting world, staying ahead means embracing the tools that allow you to work smarter, not harder. Outdated processes and disconnected systems can hold your organization back, but the right technologies can help you streamline operations, boost productivity, and improve client delivery. Dive into the strategies and innovations transforming accounting practices.
Harvard Business Review
MAY 23, 2014
'Out of all the management questions we should be asking, this is surely the least asked. How do we handle individuals who are prone to unethical behaviors, especially if they are talented and hard to replace? There are three reasons why this subject is more or less taboo. First, morality is hard to define, especially without getting too philosophical, and management writers are typically allergic to metaphysics.
Harvard Business Review
MAY 20, 2014
'Conflict happens everywhere, including in the workplace. When it does, it’s tempting to blame it on personalities. But more often than not, the real underlying cause of workplace strife is the situation itself, rather than the people involved. So, why do we automatically blame our coworkers? Chalk it up to psychology and organizational politics, which cause us to oversimplify and to draw incorrect or incomplete conclusions.
Harvard Business Review
MAY 16, 2014
'Your emotions matter in negotiations. They fuel your behaviors, energize you, and allow you to strengthen—or distance and damage—relationships with the people you’re negotiating with. But too often, people refuse to acknowledge their full range of feelings because they’re afraid of losing the ability to think rationally and act strategically. So researchers and experts in the fields of psychology and business have offered solutions to help people manage, defeat, or even ignore their emotions.
Harvard Business Review
MAY 13, 2014
'Research participants who imagined themselves pursuing professional connections at a party felt dirtier afterward, on average, than those who had imagined themselves merely meeting a lot of people at the party and having a good time ( 2.13 versus 1.43 on a five-point dirty-feelings scale), say Tiziana Casciaro of the University of Toronto, Francesca Gino of Harvard Business School, and Maryam Kouchaki of Harvard University.
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
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