21st century corporate innovation tools

Familiar with the fear of failure or lack of speed in corporations? Although hard to accept, as a corporate innovator you can learn tremendously from startups. Here is why. Corporation vs. startup A corporation is a permanent organization designed to execute a repeatable and scalable business model that they have built over time. In a corporation ‘fear of failure’ inhibits …

Innovation? Forget corporate metrics

If you make your innovation a hedging process – like we discussed here – then how do you lead and manage innovation? What are the particular ways of reversing the process to foster valuable innovation? Leading innovation and what is considered good leadership are not the same. The default conception of the leader’s role – setting out a vision and inspiring people to follow – works when …

Public investment funds: The triumph of technocracy over democracy

Legacy institutions are broken. Frustration has grown around the inability of governmental bodies to manage investments. Concerns over the lacking performance amongst government-sponsored incubators and related organizations remain and stands in contrast to the high political priority to entrepreneurial activity (see here). Consequently, commercial organizations owned or controlled wholly or partly by the government (the ‘parastatals’) are spreading faster than …

Eco-labels: Give up and get lost

The substantial scepticism amongst the corporations of eco-labels’ enduring credibility and rigour of criteria and certification procedures leading to a costly and highly bureaucratic process almost outweigh the benefits of brand-strengthening, addressing consumers’ sustainability demands and protecting against pressure-group attacks. While revealing the extent of the corporations’ mounting frustration, IMD rhetorically asks: Have eco-labels had their day?

Sense of personal power – a venture capital pitfall

Innovation is driven by open-mindedness, inputs from diverse groups of sources, fostering collaboration across functions, processes, ecosystems, etc. In most cases, the final decision to bet on an idea is taken by one or few executives. Recent research from USC’s Marshall School of Business in collaboration with the London Business School, University of Illinois, and Northwestern University reveals alarming findings compromising …