This is a special edition. And yes, since yesterday’s announcement, you know why.

Though many innovators claim to embrace risk, in practice, the vast majority treat it as a toxic spill, trying to avoid it. This series of articles explores the hidden forces of innovation: chaos, risk, and uncertainty, and how to leverage, not mitigate, them.

In this series of articles for the summer, I explore the key differences between innovation during linear and relatively stable times and those like... now.

In this series of articles for the summer, I explore the key differences between innovation during linear and relatively stable times and those like... now.

In this series of articles for the summer, I explore the key differences between innovation during linear and relatively stable times and those like... now.

In this series of articles, which started this summer, I explore the key differences between innovation during relatively stable times and our current market. After discussing portfolio strategies, we’re investigating Pierre Wack’s work at Shell in the 1960s today.

In this series of articles, which started this summer, I explore the key differences between innovation during relatively stable times and our current market. After discussing a few theories and toolsets, let’s explore some current efforts to deal with chaos and what we can learn from them.

One of my connections kindly pointed me to a Harvard Business Review article called 4 Steps to Creating a Strategy in an Uncertain World. I struggled with the simple idea of even sharing the link to it, but here it is. Every time I read something from HBR, I cringe,

As much as we love talking about innovation, we all run on predictions at the end of the day. Even when bragging about disruption or rupture innovation, we expect some continuity. Things might accelerate spectacularly, but some linearity in how the market behaves is still expected. Consider ChatGPT. The technology

Few corporations have been capable of transitioning from a pipeline to an innovation portfolio. We can blame well-known business books for oversimplifying the issues at stake, but also, the non-linearity of a portfolio strategy genuinely baffles most executives. Let’s share some insights…

In this second part of our series on how to build a proper corporate innovation portfolio, we are talking numbers, critical mass of projects, and optionality over serendipity!

The last entry in our innovation portfolio series deals with the most important of it all: your organizational culture.