Can you think of a well-defined and -implemented process at your work that most of your colleagues would adhere to to optimize operations? A way of performing a task that you are convinced most people would follow? Yeah, right. Anything from management reporting to onboarding processes.

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

No doubt, that businesses throughout have seen the writing on the wall and started adopting the values underlying the global goals.

Three sets of hard-edged practices and underlying attitudes underpin high performance well-known from founder-led companies.

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

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

It is messy in the middle. Exactly at the point when you have invested all your time, money, or reputation and yet lack progress, cash flow, etc. That’s when the pain of failure becomes ubiquitous. Fatigue sets in. Team members, investors, your