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The Math Behind Big Thinking

The Math Behind Big Thinking

If you are thinking this is a motivation piece about the power of ambitious thinking, it’s not. What I’m going to lay out here has nothing to do with psychology or inspiration. This is basic math. A concept so simple, you will grow frustrated that your company doesn’t embrace it. My 11-year-old gets it. But the $50b company I worked with yesterday doesn’t.

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The Next Financial Services Business Model

Next Financial Services Business Model

My wife knows credit cards. She has a couple, of course, but she is also the general counsel of one the world’s leading credit card companies. So, it’s enigmatic that were she old enough in the early 1970s to apply for a credit card herself, her bank would have refused to issue her one. Before 1974, most banks deemed women too high a risk unless they were married and their husbands co-signed for the card.

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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

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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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Building Groundswell inside the CIA

Groundswell-CIA-Innovators-Passion

We have this notion that innovators come up with a big idea and then sell it with passion and influence. We imagine Steve Jobs, who was known for having a “distortion field” around him. He could walk into a room and convince everyone that the iPhone was going to change the world and as a result, because everyone was moved to believing it, it did in fact change the world.

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The Future of Retail

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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!).