How can businesses of every size learn to embrace curiosity and creativity?

This blog explores why challenge is an important part of development, how wisdom lies in knowing when to step in and when to hold back.

Kierkegaard’s wild duck story offers a powerful warning for individuals, teams and organisations: comfort, routine and lowered standards can quietly tame the curiosity, challenge and courage needed for innovation.

This blog introduces the Wilkins Terwindt Quadruple-Loop Learning Model: a framework for moving beyond behaviour change to examine the mental models, systems and intentions that shape how we learn, lead and innovate.

Innovation is often thought of as something that happens to organisations, products or services. But what happens when the innovation project is ourselves? In this reflective MICL alumni piece, one student turns the innovation lens inward, using the programme’s frameworks to explore change, uncertainty and personal reinvention.

Many people stay with the discomfort they know rather than step into the uncertainty of something better. But progress depends on our ability to work with both certainty and uncertainty.

If you don’t have a healthy climate, then you will not have the appropriate conditions for effective teams, departments and organisations. Recent research suggest the main role of leadership is to create climate.

What separates an innovation that creates genuine value from one that never makes it beyond a promising idea?

In this episode of Delivering Innovation, Andy Wilkins and Ian Stromsmoe speak with entrepreneurship and innovation expert Shai Vyakarnam about the journey from invention to adoption. Shai introduces the Triple Chasm model, explaining the distinct challenges of proving that an idea works, building a viable business around it, and eventually taking it into the mainstream market.

The hardest problems are not solved by data alone. Wicked messes require us to understand people, power and competing beliefs, then create enough common ground for action.

Leadership used to come with a map. Now it comes with a compass.

That line has stayed with us since completing the first cohort of Leadership for a Complex World, delivered by Perspectiv in collaboration with Bayes Business School.

Climate is not culture. It is more visible, more measurable and more changeable. The SOQ helps organisations understand the everyday conditions that shape trust, creativity, innovation and performance.

In this episode, Kate Stuart-Cox explores why real innovation depends not only on great ideas, but on the trust, collaboration, culture and sustained human effort needed to turn those ideas into meaningful value.

With guest Ian Forbes of the Artemis Partnership, we explored the topic of Delivering Innovation through Ian's experience as a Strategic Bid Consultant helping clients win their most important growth opportunities.

Why isn’t workplace climate in the P&L?

Organisations rigorously track financial outputs, yet all but ignore the conditions that produce them.

What if your product’s success became your biggest risk? The Meta verdict shows how behavioural design can cross the line from engagement to liability, and why every organisation should pay attention.

Most organisations say they want to innovate. Few actually do. PwC research reveals a 7x gap in revenue from new products and services between top and bottom performers, driven not by ideas, but by the systems and environments they build.

Why do some teams consistently innovate while others stall? The answer is rarely just better ideas. It’s the environment those ideas sit in. Understanding climate gives you a practical way to diagnose performance and create the conditions where innovation can actually happen.

The first in a series of 5 podcasts that Perspectiv is releasing delving into into the topic of Delivering Innovation.

How do you know if your workplace climate is helping or hindering performance? The SOQ makes it measurable.

Leadership has always involved some degree of uncertainty. However, today’s environment is different in scale and speed. Today’s leaders operate in a world that is defined by complexity, turbulence and unpredictability (VUCA).