What It Takes to Get an AI Agent Into the Core Business
Sun Life’s global innovation team didn’t try to bring AI to all of claims at once. It picked one task, gave it to leaders with the authority to decide on the spot, and tested every choice against client impact, technical feasibility, and business value.
What Does Your Team Learn About AI by Watching You?
Lufthansa Group leaders kept running into the same three AI problems: work that colleagues had to redo, teams that stopped asking why, and pilots running in parallel across units. The Lufthansa Innovation Hub trains leaders to fix all three, starting with their own beliefs about AI.
Saying No Is More Than OK: How CIBC’s Innovation Team Makes Its Refusals Count
At CIBC, Camilo Gonzalez Barrero’s enterprise innovation team treats saying no as core work. The team records its refusals and reports them alongside its demos and patents.
What's the Center For When the Business Owns Innovation?
Synthomer's central innovation team lost its pipeline, its agenda, and the divisions' trust. David Ring redefined its role around one rule: only do what makes each division more successful than it would be alone.
The Innovation Function That Keeps Outgrowing Itself
ILUNION Hotels has run innovation through three operating models in 12 years. Each one delivered, then hit its limit: first capacity, then reach. The third is now running into a question of control.
Escaping Pilot Purgatory: Why 90% of AI Projects Never Reach Production
Connect AI to core business goals, prioritize based on value and speed, and build a rolling 18-month roadmap that balances long-term vision with agility in a rapidly changing landscape.
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.
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.
