Mentoring for innovation culture

Avoiding being « uberised », innovating like startups in large rigid structures, helping employees regain creativity, exploring new business models… are the issues we see our clients confronted by everyday.

To foster innovation in large corporations, several keys and « difficult to get » ingredients need to be gathered: creativity, market awareness and risk mindset whilst being reassuring to existing customers with a solid efficient structure.

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The gospel of disruption

One of the most balanced article I read on innovation and the disruption myth was from 2014. It’s “The Disruption Machine – What the gospel of innovation gets wrong.” from Jill LEPORE.

Disruptive innovation is a theory about why businesses fail. It’s not more than that. It doesn’t explain change. It’s not a law of nature. It’s an artifact of history, an idea, forged in time; it’s the manufacture of a moment of upsetting and edgy uncertainty. Transfixed by change, it’s blind to continuity. It makes a very poor prophet

The startup game and its metagame

Innovation is a game played at the startup, industry, and ecosystemic level. And the common resource of these games is vastly misunderstood. It’s risk.

This is the fifth startup post-mortem that I’m reading this morning.

While startups are not failing more, they’re just more vocal about it. This is a good thing. Hopefully, it will hep dismiss the illusion that a) anyone can launch a successful startup and b) the next stage of economic growth for Western countries will come from under-staffed, ill-prepared tech entrepreneurs.

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HR and Innovation from Expectra’s interview

At the end of last year, Expectra interviewed me to include my expert opinion about HR and innovation in their monthly debate. They asked the question “Innovation in the business: Do HR have to be involved?” And of course, I said “no”. Here’s the translation of the whole debate starting with Isaac Getz (professor at ESCP Europe) opinion that yes HR should be involved and finishing with mine:

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