How to innovate and execute

A pragmatic, powerful and purposeful new framework for making strategic innovation work.   It balances creating the future, managing the present, and forgetting (selectively)   the past.   Its structure and overall philosophy will certainly appeal to business leaders.   We are believers and we will certainly apply it within our consulting work.

Watch the video from Vijay Govindarajan

 

The Fuzzy Front-End of Strategic Innovation

Innovation is a process, and while the introduction of a genuinely innovative product or service may be highly publicized or even glamorous, the process itself is driven much less by creative brainstorming or strategic planning than by carefully managed and highly-sophisticated cross-disciplinary thinking and research. Readers will learn how to manage the critically important first steps from Idris Mootee.

Read more on how to create future opportunity spaces.

 

Knowing when it is time to reinvent

HBR magazine December 2015

No business survives over the long term without reinventing itself. But knowing when to undertake strategic transformation—when to change a company’s core products or business model because of impending industry disruption—may be the hardest decision a leader faces.

Five interrelated “fault lines” can indicate that the ground beneath a company is unstable and that it’s time for radical change. The authors’ fault line framework addresses basic issues: whether the business serves the right customers, uses the right performance metrics, is positioned properly in its industry, deploys the correct business model, and has employees and partners who possess the capabilities required for future success. The framework can help executives build a case for change and persuade stakeholders to support the decision. And by identifying gaps between an organization’s current state and where it needs to be to continue to thrive, it can inform the vision of how the company must transform.

Diagnostic questions and an in-depth look at the health care company Aetna—an organization in the midst of an ambitious transformation effort, where one of the authors (Mark Bertolini) is CEO—illuminate how to detect the fault lines while there’s still ample time to respond.

Read more. or check our service offering “Futures Readiness Scan”.

The hard evidence – Business is slowing down

An eye opener, data from a top corporate consultant shows where—and why—decision-making is getting clogged.   My personal view is that many organizations are trying to solve today’s organizational issues with yesterday’s solutions.   Undoubtedly we are facing an ever increasing complex and unpredictable world requiring a fundamental rethink of how organizations are run.   The article referenced to illustrates this by clear evidence.

Read the full article

Corporate foresight: an emerging field with a rich tradition

In view of situating  Corporate Foresight as discipline we found the historical analysis made  by Rohrbeck, R., C. Battistella and Eelko K.R.E. Huizingh 2015 Corporate Foresight: An Emerging Field with a Rich Tradition. Technological Forecasting and Social Change, forthcoming, very interesting.    Hence we copied their summary into this blog.   More on the full publication can be read at the Future orientation website.

Historically we can distinguish four main phases.

1950s: birth of the field

Corporate foresight emerged as a research stream in the 1950s. The new field had two main roots. The first was the French ‘prospective’ school, founded by the philosopher and Continue reading

Hyperawareness, a CF capability regarded as critical by IMD & Cisco research initiative

At the Global Center for Digital Business Transformation, an IMD and Cisco initiative,  they consider digital business agility (DBA) as critical to survival in the digital vortex.    DBA is composed of three parts: hyperawareness, informed decision-making, and fast execution.

Staying aware of opportunities and threats

Hyperawareness is a company’s ability to detect and monitor changes in its business environment. Organizations need to be able to see opportunities and threats as they emerge. Most companies are only

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