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5 Approaches To Incentivizing Innovation From P&G, 3M, Google, and More

5 Approaches To Incentivizing Innovation From P&G, 3M, Google, and More

People often ask me how to incentivize entrepreneurial behavior from within an established organization. My first answer is “stop killing it.” Leaders put so many barriers and shut doors in front of would-be internal entrepreneurs that just lifting a few barriers or leaving a few doors ajar would on their own create a momentous acceleration in their flow of innovation.

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Why L’Oreal, Wal-Mart, and Target are Building Innovation Sidecars … and You Should Too

sidecar-435987_1280

For over a decade now, corporations have been seeking to understand how to better prepare themselves against the onslaught of technology firms spreading their way into nearly every sector, from banking to real estate to retail. They created incubation groups, acquired startups, sought to create a “culture of innovation.”

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Strategizing in an Agile World

Strategy-Agile-World

Strategy lasts. Derived from the title of ancient Greek government officials charged with rallying resources to fuel military campaigns, refined in China, then ported back to the West by Napoleon, the science or art of coming together to agree on a goal, and the method to achieve it, is an activity that like farming or governing or writing poetry distinguishes human from animal.

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Why Big Companies Are Killed By Small Disruptors

Why Big Companies are killed by small

Why do big companies change so slowly and die? They dramatically underestimate innovation velocity.

Innovation velocity is the speed and direction of growth that an innovation creates. Small disruptive organisations have very high innovation velocity and this is why they kill big slow incumbents.

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4 Steps to Future-Proof Your Business Model

Breakthrough Insights

Last Wednesday, in a suburban New Jersey warehouse converted into conference space and a cooking show set, I joined 80 managers assembled to discuss their company’s strategy. We had helped design the two-day experience and were at the point in the flow of the off-site when we hoped we would hear some new, breakthrough insights.