We all think that we are rational beings, but what if you shouldn’t be? Or more precisely, what if you shouldn’t share the same rationality as overs?
Born and raised in the pharmaceutical playfield, I’m a senior consultant on innovation strategy with a solid grasp of tech and science, and I’m specialized in shifting and fast-evolving markets. I train 200 to 300 startups a year in various European and Asian ecosystems, consult for a dozen multinational on rupture innovation and corporate incubation. […]
I try to avoid talking mathematics when I address innovation strategy. As soon as I do it I’m victim of a very personal impostor syndrome (I’m not a mathematician) while realizing I’m going down deep, deep rabbit holes. As a matter of fact, when writing about Monthy Hall’s problems — which are key to understand uncertainty and innovation […]
Most of innovation programs that I encounter are still organized as R&D programs. We often call that the innovation pipeline fallacy. It’s mostly due to the fact that most organizations don’t get that innovation is not R&D, and that consecutively innovation doesn’t fit in a pipeline.
An interview of transformation leader Sophie Delmas from BNP Paribas. She is playing the long game of transformation.
Third in the series of interviews of Transformation Leaders. This time François Fournier from Thales AVS and his portfolio approach.
I’m often surprised to see leading companies with solid innovation programs, missing obvious market turnarounds. They record the same weak signals and trends that I do, they understand them as well or better than me, but they fail to properly act on them. In my experience, the key reason they fail and miss every new […]
Natasha JEN formulates a very calm and articulate deconstruction of the designthinking craze. Just like open innovation, lean methodologies, effectuation, or intrapreneurship… design thinking is a methodology that is better at selling the idea that there is a one-size-fits-all solution to every corporate strategic hurdles, than actually delivering anything real.
I was asked to explain our innovation copilots logo enough times already that I feel I should just do it on the blog.
Innovation fads are coming and going every two or three years. They express how most companies are troubled about technology acceleration and markets transformation. Fair enough. But shouldn’t you pause and actually leverage what you explored before jumping to the next trend?
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.
The business model canvas has been adopted wordlwide by small and big organizations. In the end it only delivers sticky notes on a wall. Shouldn’t we aim higher than that?