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

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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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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.

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The Secret Choice Behind Trump, Mastercard, and All Winning Brands

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The artist who aims at perfection in everything achieves it in nothing.

  • Eugene Delacroix

In the late 1970s, Kevin Allen was sitting in a boardroom about to deliver some bad news. His client, Mastercard, would surely not respond well. But Allen is masterful at understanding markets. He understands one core concept that separates good brands from great ones. If he could get Mastercard executives to embrace this counterintuitive secret, he would set the company on a decades-long streak of wins against far larger competitors.

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The Future of Retail

fragmentation-of-the-retail-value-chain

What an energizing whirlwind two weeks: keynoted for the Federal Reserve (the future of banking), spoke to CFOs in San Diego (the future of finance), facilitated our Outthinker Chief Strategy Officer roundtable in New York (the future of strategy), met with ABC TV in LA (the future of television), ran a workshop for a Fortune 500 real estate firm (the future of real estate), ran an Outthinker workshop for an apparel retail leader (the future of retail), then addressed a room of board members of public tech companies in Silicon Valley (the future of everything!).

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What Microsoft’s LinkedIn Acquisition Teaches Us About Intrapreneurial Intensity

intensity

Microsoft’s move this week to buy LinkedIn offers a profound lesson most analysts lack the stamina to catch. On the surface it appears to be another potentially brilliant move in the chess game CEO Satya Nadella has been playing since he took the helm of Microsoft in 2014. You can see a transformed Microsoft emerging when you consider the assets they now have in play: a purely cloud-based Office 365, the most popular VoIP solution (Skype), two of the most active online gaming communities (Minecraft and Xbox/Halo), etc. The company looks radically different from the company that used an installed operating system to muscle companies into adopting its work productivity software. Now with LinkedIn, it buys itself a chance to move itself up from last place in the five-way race that now defines tech (Amazon v. Google v. Apple v. Facebook v. Microsoft).