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Leadership

Leadership

+5

The Minimum Viable 12 Metrics: Connecting Strategy, Culture and the CFO

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6 min read

The Minimum Viable 12 Metrics: Connecting Strategy, Culture and the CFO

The ultimate purpose of these metrics is not just reporting, but triggering smarter conversations.

Program Management

+5

The Synergies That Turn Innovation Programs into Growth Factories

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6 min read

The Synergies That Turn Innovation Programs into Growth Factories

Most innovation programs fail because they pull one lever in isolation.

Leadership

+5

The Innovator's Dilemma for 2026: Two Survival Strategies

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5 min read

The Innovator's Dilemma for 2026: Two Survival Strategies

Macroeconomic volatility, stock market expectations, internal pressure to deliver ROI: the magnifying glass is set on innovation in 2026. But there's not just one way to respond.

AI for Innovation

+5

AI in Innovation: Flying the Plane While Building the Runway

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6 min read

AI in Innovation: Flying the Plane While Building the Runway

Transforming legacy systems takes time, yet the market will not wait.

Leadership

+4

Innovation Leadership: Mastering the Periscope, the Stethoscope, and the Horoscope

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7 min read

Innovation Leadership: Mastering the Periscope, the Stethoscope, and the Horoscope

Balancing long-term vision with short-term execution.

Leadership

+2

Reinventing the Innovation Function For the Realities of 2026

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4 min read

Reinventing the Innovation Function For the Realities of 2026

The innovation functions that survive 2026 will look fundamentally different from those designed in the 1990’s.

Leadership

+4

Breaking the Cycle of Hesitation: How to Operationalize Speed

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5 min read

Breaking the Cycle of Hesitation: How to Operationalize Speed

Corporate hesitation is rarely a strategy; it’s the symptom of outdated structures, misaligned incentives, and a cultural bias toward safety.

Leadership

+5

Technology Is Table Stakes: Why Culture Is Your Only Competitive Edge

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7 min read

Technology Is Table Stakes: Why Culture Is Your Only Competitive Edge

To stay ahead of the curve, redirect to the human element: think how teams work together, how they process change, and how they turn uncertainty into fuel for growth.

Leadership

+4

Smart Risk-Taking: Why Fuzzy Goals (and Politics) Are Killing Your Ideas

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7 min read

Smart Risk-Taking: Why Fuzzy Goals (and Politics) Are Killing Your Ideas

The work of innovation is not just about coming up with ideas, but about fixing the boardroom dynamics that could kill it. We must prepare to do the messy, human work of culture change.

Leadership

+7

Playing to Win vs. Playing to Learn

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6 min read

Playing to Win vs. Playing to Learn

It's the role of the innovation team to generate data about the future that the core business cannot see.

Leadership

+5

Stop Begging for Resources (and Start Building a Movement )

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7 min read

Stop Begging for Resources (and Start Building a Movement )

When people stop viewing innovation as a tax they have to pay, or a compliance box they have to check, and start viewing it as a vehicle for their own success, you have won.

Leadership

+5

Eliminate Ambiguity, Correct Asymmetry and Promote Accountability With An Innovation Mandate

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8 min read

Eliminate Ambiguity, Correct Asymmetry and Promote Accountability With An Innovation Mandate

An Innovation Mandate serves as a contract between the senior management (the organizational level) and the professionals conducting the work (the portfolio and project levels).

Leadership

+2

Fixing the Systemic Issues That Block Innovation

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6 min read

Fixing the Systemic Issues That Block Innovation

How to evolve org structures, governance systems and talent practices to build what's next.

Leadership

+2

How to Deliver BU Growth (and Stay Relevant)

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5 min read

How to Deliver BU Growth (and Stay Relevant)

Innovation leaders must audit their current standing, look for warning signals and act before the ground shifts completely.

Leadership

+2

Builders vs. Enablers vs. Architects: Getting Team Orientation Right

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5 min read

Builders vs. Enablers vs. Architects: Getting Team Orientation Right

Once you understand the "Jobs To Be Done", you can determine what type of team you actually need.

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