Articles

 
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Problem types in organisations

We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.

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Characteristics of most innovative companies

Management trust is the number one factor of ten that differentiates the highest from the lowest innovation performers.

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Enabling continual innovation and change

This is Article 1 of 4 about enabling innovation and change. It is designed for those responsible for innovation and change or those wanting more from existing programs and who are prepared to look for that potential in more subtle, complex, and often hidden ways.

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Enabling continual innovation and change

This is Article 2 of 4 and continues the journey about enabling innovation and change. In this article we look at how leadership needs to own up to the responsibility of creating a healthy environment - the favourable conditions.

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Wild ducks and wild duckness…innovate or stagnate

The Danish philosopher Soren Kierkegaard wrote a story about a wild duck (actually a goose in the original version). It has a moral we see as being pertinent to individuals, teams and organisations.

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Building the best climate for innovation

High performance people, teams and organisations are never satisfied with the status quo. Instead, they nurture a climate for innovation. So, let’s look at what we mean by ‘climate’ in this context.

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There’s no A team without T

So called ‘wicked’ problems are the sort of really challenging, complex, multifaceted problems we all face. Solving them requires both ‘vertical’ and ‘horizontal’ skill sets: technical skills and knowledge must be complemented by a host of other people and thinking skills.  We call this being more T.

Two pervasive barriers to delivering innovation

Working with Panasonic Business, this paper was written to help their customers in the rail industry appreciate Panasonic’s systematic and serious approach to innovation. It builds on 70 years of research and experience applying innovation in organisations around the globe.

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Leadership development is continual self development

In order to improve in whatever field of activity, we need to change and grow, otherwise in a rapidly changing world, our skills and knowledge become quickly out of date. In order to grow and change means we have to take risks, to let go, to try new things, and to continually learn from our own experiences: you can only lead others where you are willing to go.