If we make thinking and acting two separate things, we are much more likely to fail. We have to figure out how to do both simultaneously. Here are some thoughts on how to do this.
Innovation is not a linear process of invent-build-commercialise, and if we act like it is, we will waste a lot of energy building the wrong things.
You can’t think your way to being more innovative – you have to innovate your way there.
People often wait for permission before they’ll try out new ideas. Now you have it.
If you feel disconnected from life, or too wrapped up in tech, or too busy to work on important things, you can solve your problem by walking.
When we have a new idea that we’re trying to spread, we face a paradox: those that get it don’t need it, and those that need it don’t get it. Breaking this paradox is the key to getting our ideas adopted.
Ideas are an important part of innovation, but if that’s all we focus on, we will fail. Impact is more important, and we create that by creating value for people.
I just launched a short course on the University of Queensland website on entrepreneurial thinking and innovation.
All along I thought the magic in lean startup was customer development. I was wrong. The magic is hypothesis testing.
As reiterated by Tim Kastelle in the previous post, it’s imperative to distinguish discovery from execution when it comes to startup and innovation activities – bearing in mind that both purposes are complementary and equally important. This suggests following a dual approach for balanced corporate innovation management. The main objective of dual approaches is to sufficiently separate exploration-/discovery-oriented initiatives from exploitation-/execution-oriented ones […]
Discovery and execution are two different things, and we must treat them differently in order to succeed at innovation.
The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. At this time it became pretty obvious to me that this concept – academically worn-out but deficiently or not at all put into practice in most organizations – would be of increasing importance […]