I just started writing for Harvard Business Review Blogs. Here is the story of how I almost blew that opportunity, and how I finally made it work by doing what I already know works: experimenting.
We learn through trial and error. That’s how everyone figures out how to ride a bike. We need to use trial and error more in business – it is a core tool for building an innovation culture.
Many organisations try to increase innovation by copying the successful techniques of other firms. This rarely works. Instead, you need to develop your purpose first. It’s this underlying philosophy that drives success, not tools.
There are three ways to develop a disruptive innovation: find a 10X performance improvement, innovate the business model, or re-imagination. Here is a case study of how to use design thinking to achieve a radically re-imagined product.
The most important phrase in innovation is “this might not work.” If there isn’t a risk, we’re not innovating.
Tacit Knowledge and Why It’s Important There is a mining CEO in Australia who often says in private conversation something like: When it comes to new ideas, we’re anxious to be second They want to use a fast follower strategy. And there’s some sense to this approach. After all, trying to be first is risky. […]
I’ve seen a lot of startup pitches recently, and it seems like founders are obsessed with features. I don’t care about your features. Tell me how you’re going to create value instead. Here is how to think about that.
