Use some of those 75% of the resources you spend on innovating your product on the business model instead. Particularly in exports

Startup is no land for long lasting leaders. You either get traction or run out of resources. But what happens once you actually get to product market fit?

Corporate leaders have so much to loose. This is why they are so reluctant to tear down those walls of bureaucracy

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

There is this continuous debate on what matters the most. The right team, the product, or the market. Until recently, I would have argued the team before the product

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

This Christmas I visited Amsterdam and Malene Dumas’ exhibition at Stedelijk Museum named ‘Image as a burden’. What a title. In our world of imaging, picturing, documenting and producing manifests of what we believe, the opinion of an image as a burden would find

Next to the reputation of a Venture Capital (VC) firm’s principals, CEOs top evaluation criteria when choosing a VC is the ability to add value to the portfolio company beyond funding. No surprise. However, looking at the prioritization of qualities

Who is in search of a copycat? Anyone? Well, Michael Wolfe illustrated to all of us that although engineering and product are still key to the very best companies there is so much more to a sound business model. All it takes

Minimum viable products are all the rage. The idea is to test the waters and make some sense out of the market before heavily investing in product development. That’s definitely oversimplified, but what I’m going to explore in this post