It’s like bowling: you hit the first right, and the rest will follow

Can you think of a well-defined and implemented process in your workplace that most of your colleagues would follow to optimise operations?

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

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

There is no doubt that businesses everywhere have seen the writing on the wall and have begun to embrace the values that underpin the Global Goals.

Business leaders have so much to lose. That is why they are so reluctant to tear down these walls of bureaucracy.

Are you familiar with the fear of failure or lack of speed in corporations? Although it may be hard to accept, as a corporate innovator you can learn a lot from startups. Here is why

There is this constant debate about what matters most. The right team, the product or the market. Until recently, I would have put the team before the product.

If you make your innovation a hedging process, then how do you lead and manage innovation?

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