Since 2007, we’ve designed and delivered many corporate trainings for execs and management teams on innovation, strategy, culture change, etc. They were rarely stand-alone programs, but were always designed to support a consulting mission we had with a company. Following that, their goal has always been to allow the teams involved to appropriate our tools and mindset, and get autonomous cross-divisions, to follow up on the outputs of our mission.
This was business as usual. But a few years ago, things changed.
We started to have key execs talking shop with us on things like « innovation » or « digital » and telling us that if they had to be really honest about it, they didn’t « really » get it.