Strategy-making and lean experimentation often happen in different parts of an organization, and are seen as separate or even contradictory activities. In reality, an iterative feedback loop between each activity can be very powerful. (5/5)
Birds fly. Birds have feathers. Therefore planes should have feathers. This reasoning is ridiculous, yet many corporates build innovation strategies around the tactics of the most famous innovators. In this video we outline how to build an innovation that fits your purpose and focuses on your strategy for growth. (4/5)
Innovation is often associated with freedom from constraint. In a large company, this often leads to incoherence and distraction. We discuss one approach to fixing this using the example of former Eurostar CEO and BA's Head of Brand, Hamish Taylor. (3/5)
Guided autonomy is critical to making progress while managing the uncertainty inherent in innovation. Drawing on a OneLeap colleague's experience as a military officer, we explain how to make this happen. (2/5)
From Pixar to the blue-chips, we discuss three of the key roles a leader of innovation needs to play. Innovating isn't one of them (1/5).