Our ideas make no difference if we cannot get others – our colleagues, partners, bosses, investors – to embrace them. Through the 120 or more interviews I’ve conducted this last year with innovators, I’ve heard over and over again that change is constant and those who have impact are skilled at getting people to embrace this fact.
When it comes to pitching your employer new business ideas, few can claim a track record as impressive as Brendan Ripp’s. Brendan most recently served as group publisher of the Sports Illustrated Group, where he led the development of nearly two dozen brand extensions, including a new film production unit, a college sports vertical, consumer events for Sports Illustrated Swimsuit and most recently the launch of SI Overtime, a branded content studio. He also formed content, media and marketing partnerships with WebMD and Wired, prior to which he served as publisher of Time, Fortune and Money.
In our last blog post, we argued that a “digital transformation” being experienced across nearly every sector is thrusting us into a new era of complexity. Large companies are failing to adapt. They are dying earlier and faster than ever before. And their failure to adapt could come at a profound detriment to society.
An odd thing happened in a client’s boardroom recently. We were listing out the competitors we needed to keep an eye on as part of a scenario planning exercise. We had discussed the usual suspects – long-time direct – and even the more recent entrants – mostly technology start-ups that were now picking up speed. Then someone said, “What really scares me are the competitors we can’t see.”
Corporate venturing models assume that the path to launching a business begins with writing a business case and then seeking funding. But this overlooks perhaps the most important source of capital: your customers.
Confucius, when asked about leadership, likened people to grass and the ruler to wind: whichever way the wind blows so will bend the grass.