Most industrial market have endured their own Copernican revolution lately. Whether it was because of mobile, sheer customers discontent or the future threat of artificial intelligence, is of no real importance at this point. What is clear is that the old innovation playbook involving trickling down military technology to B2B and then to B2C doesn’t work anymore. Facing startups with seemingly random hit-and-miss business models that nonetheless aggressively push in the market and eventually succeed, what are the options?
A few months ago I was invited by Merck Innovation center in Darmstadt for a one hour keynote on risk, startup and multinationals. As always a trendy topic, but it happens to be ones that I know a few things about.
Skip to 0:10:55 if you really don’t want to know anything about all the smart work that Merck Innovation Center is doing, but you’d be missing out.
A few days ago, I was discussing how wrapping your head around the Monty Hall problem could help you better understand the importance of failure in innovation. If you take it a step further today, we could argue that most corporate incubation programs should be build around this probabilistic calculation.
After years of strain and pressure from new digital opportunities that passed by, multinational corporations seem to have found their innovation mojo back. Their idea has been incredibly simple after all: let’s embrace the strategies that created Uber-like challengers out of nowhere. By creating your own disruption engine — and keep it under control — you will finally outrun all these puny startups, and find new business models of your own. Continue reading Writing your corporate incubation playbook – Part 1