Category Archives: Strategy

Top 40 Innovation Bloggers of 2021

After a week of torrid voting and much passionate support, along with a lot of gut-wrenching consideration and jostling during the judging round, I am proud to announce your Top 40 Innovation Bloggers of 2021:

Janet Sernack
Janet Sernack is the Founder and CEO of ImagineNation™ which provides innovation consulting services to help organizations adapt, innovate and grow through disruption by challenging businesses to be, think and act differently to co-create a world where people matter & innovation is the norm.

Greg Satell
Greg Satell is a popular speaker and consultant. His first book, Mapping Innovation: A Playbook for Navigating a Disruptive Age, was selected as one of the best business books in 2017. Follow his blog at Digital Tonto or on Twitter @Digital Tonto.

Braden Kelley
Braden Kelley is a Human-Centered Experience, Innovation and Transformation consultant at HCL Technologies, a popular innovation speaker, workshop leader, and creator of the Human-Centered Change™ methodology. He is the author of Stoking Your Innovation Bonfire from John Wiley & Sons and Charting Change from Palgrave Macmillan. Follow him on Linkedin, Twitter, Facebook, or Instagram.
Jesse Nieminen
Jesse Nieminen is the Co-founder and Chairman at Viima, the best way to collect and develop ideas. Viima’s innovation management software is already loved by thousands of organizations all the way to the Global Fortune 500. He’s passionate about helping leaders drive innovation in their organizations and frequently writes on the topic, usually in Viima’s blog.

Robert B Tucker
Robert B. Tucker is the President of The Innovation Resource Consulting Group. He is a speaker, seminar leader and an expert in the management of innovation and assisting companies in accelerating ideas to market.

Rachel Audige
Rachel Audige is an Innovation Architect who helps organisations embed inventive thinking as well as a certified Systematic Inventive Thinking Facilitator, based in Melbourne.
Howard Tiersky
Howard Tiersky is an inspiring and passionate speaker, the Founder and CEO of FROM, The Digital Transformation Agency, innovation consultant, serial entrepreneur, and the Wall Street Journal bestselling author of Winning Digital Customers: The Antidote to Irrelevance. IDG named him one of the “10 Digital Transformation Influencers to Follow Today”, and Enterprise Management 360 named Howard “One of the Top 10 Digital Transformation Influencers That Will Change Your World.”

Paul Sloane
Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. He is the author of The Innovative Leader and editor of A Guide to Open Innovation and Crowdsourcing, both published by Kogan-Page.

Pete Foley
A twenty-five year Procter & Gamble veteran, Pete has spent the last 8+ years applying insights from psychology and behavioral science to innovation, product design, and brand communication. He spent 17 years as a serial innovator, creating novel products, perfume delivery systems, cleaning technologies, devices and many other consumer-centric innovations, resulting in well over 100 granted or published patents. Find him at pete.mindmatters@gmail.com

Nicolas Bry
Nicolas is an International Innovation Executive, expert in corporate innovation programs, and innovation labs, designing place where good innovation thrives! He currently helps the 20 innovation managers of Orange Africa to develop their projects locally. In 2019 he wrote The Intrapreneurs’ Factory, a practical guide to leverage intrapreneurship for your company, and is the writer of the innovation blog RapidInnovation.fr.

Arlen Meyers
Arlen Meyers, MD, MBA is the President and CEO of the Society of Physician Entrepreneurs at www.sopenet.org

Linda Naiman
Linda Naiman helps executives and their teams develop creativity, innovation, and leadership capabilities, through coaching, training and consulting. She brings a multi-disciplinary approach to learning and development by leveraging arts-based practices to foster creativity at work, and design thinking as a strategy for innovation.
Anthony Mills
Anthony Mills is the Founder & CEO of Legacy Innovation Group (www.legacyinnova.com), a world-leading strategic innovation consulting firm working with organizations all over the world. Anthony is also the Executive Director of GInI – Global Innovation Institute (www.gini.org), the world’s foremost certification, accreditation, and membership organization in the field of innovation. Anthony has advised leaders from around the world on how to successfully drive long-term growth and resilience through new innovation. Learn more at www.anthonymills.com. Anthony can be reached directly at anthony@anthonymills.com.

John Bessant
John Bessant has been active in research, teaching, and consulting in technology and innovation management for over 25 years. Today, he is Chair in Innovation and Entrepreneurship, and Research Director, at Exeter University. In 2003, he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He has acted as advisor to various national governments and international bodies including the United Nations, The World Bank, and the OECD. John has authored many books including Managing innovation and High Involvement Innovation (Wiley). Follow @johnbessant

Mike Shipulski
Mike Shipulski brings together people, culture, and tools to change engineering behavior. He writes daily on Twitter as @MikeShipulski and weekly on his blog Shipulski On Design.

Scott Anthony
Scott Anthony is a strategic advisor, writer and speaker on topics of growth and innovation. He has been based in Singapore since 2010, and currently serves at the Managing Director of Innosight’s Asia-Pacific operations.
Jeffrey Phillips
Jeffrey Phillips has over 15 years of experience leading innovation in Fortune 500 companies, federal government agencies and non-profits. He is experienced in innovation strategy, defining and implementing front end processes, tools and teams and leading innovation projects. He is the author of Relentless Innovation and OutManeuver. Jeffrey writes the popular Innovate on Purpose blog. Follow him @ovoinnovation

Phil McKinney
Phil McKinney is the Author of “Beyond The Obvious”, Host of the Killer Innovations Podcast and Syndicated Radio Show, a Keynote Speaker, President & CEO CableLabs and an Innovation Mentor and Coach.
Gijs van Wulfen
Gijs van Wulfen helps organizations to structure the chaotic start of innovation as author, speaker and facilitator. He is the founder of the FORTH innovation method and author of the innovation bestseller The Innovation Expedition. He was chosen by LinkedIn as one of their first 150 Influencers. Follow Gijs @gijsvanwulfen
Kate Hammer
Kate Hammer is a joint founder of KILN, working with large-scale companies in the USA and Australia to transform their internal innovation processes. Kate works as a business storyteller. In 2012, she created StoryFORMs to help others articulate their commercial & organisational stories. Kate offers workshops & 1:1 coaching.

Phil Buckley
Phil Buckley is an award-winning author and change management strategist with over 32 large-scale change initiatives, including co-leading global change management for the $19.6 billion Kraft Foods acquisition of Cadbury. He is the author of two books: Change on the Run and Change with Confidence. You can find Phil’s podcast and monthly newsletter at www.changewithconfidence.com.

Tamara Ghandour
Tamara Ghandour of GoToLaunchStreet is a TED speaker and entrepreneur. From building and running multimillion dollar businesses, advising Fortune 500 like Disney, Procter and Gamble and RICOH on fostering innovative ideas and people. Tamara’s life is about breaking through the status quo for game-changing results, and that’s what her keynotes, online programs and assessments can do for you.

Tom Koulopoulos
Tom Koulopoulos is the author of 10 books and founder of the Delphi Group, a 25-year-old Boston-based think tank and a past Inc. 500 company that focuses on innovation and the future of business. He tweets from @tkspeaks.

Michael Graber
Michael Graber is the cofounder and managing partner at Southern Growth Studio, a Memphis-based firm that specializes in growth strategy and innovation. A published poet and musician, Graber is the creative force that complements the analytical side of the house. He speaks and publishes frequently on best practices in design thinking, business strategy, and innovation and earned an MFA from the University of Memphis.

Yoram Solomon
Dr. Yoram Solomon is the author of The Book of Trust and 12 more books, a TEDx and keynote speaker, the founder of the Innovation Culture Institute, and an adjunct professor of entrepreneurship. You can follow him everywhere on @yoramsolomon.

Shilpi Kumar
Shilpi Kumar an inquisitive researcher, designer, strategist and an educator with over 15 years of experience, who truly believes that we can design a better world by understanding human behavior. I work with organizations to identify strategic opportunities and offer user-centric solutions.

Shawn Nason
Shawn Nason, founder and CEO of MOFI, lives his life with a commitment to make everyone he meets a part of his family. Armed with the gift of discernment, he has the uncanny ability to walk alongside people as they struggle to connect with their deepest passions and engage their most debilitating demons. He challenges the world around him to be fully present, get real, and knock down the barrier that separates the various compartments in their lives.
John Carter
John Carter has been a widely respected adviser to technology firms over his career. John is the author of Innovate Products Faster: Graphical Tools for Accelerating Product Development. As Founder and Principal of TCGen Inc., he has advised some of the most revered technology firms in the world.

Jeff Rubingh
Jeff Rubingh is a technology innovation expert, consultant and analyst. Focused on the intersection between technology and business, Jeff helps clients identify ground-breaking solutions that maximize ROI across existing and emerging technology disciplines.

Ludwig Melik
Ludwig Melik is CEO of Planbox, whose mission is to help organizations thrive by transforming the culture of agile work, continuous innovation, and creativity across the entire organization… Connect with him on LinkedIn or join the conversation by following Planbox on Facebook, Twitter, and LinkedIn.
Soren Kaplan
Soren Kaplan is the bestselling and award-winning author of Leapfrogging and The Invisible Advantage, an affiliated professor at USC’s Center for Effective Organizations, a former corporate executive, and a co-founder of UpBOARD. He has been recognized by the Thinkers50 as one of the world’s top keynote speakers and thought leaders in business strategy and innovation.

Shelly Greenway
Shelly Greenway is a front-end innovation strategist and partner at The Strategy Distillery – a brand innovation consultancy that specialises in opportunity hunting and proposition development. Their success rates are driven by their proprietary consumer co-creation IP. Follow @ChiefDistiller

Eric Eskey
Eric Eskey is a Managing Director at Strategyn, an innovation consultancy. Eric is in the business of creating the future. I aim to use the resources he has – his work, investments, voice, and imagination – to encourage innovation and defeat the hidden forces that resist it.
Mick Simonelli
Mick Simonelli is an innovator with 20+ years of implementing change and positive disruption at USAA. As a military veteran, he held transformation roles in numerous military organizations; and as a business executive, he purposely hired vets to help launch numerous innovations as the Chief Innovation Officer for a Fortune 500 company. Mick currently serves as an innovation consultant and can be found at www.micksimonelli.com Follow @MickSimonelli
Mitch Ditkoff
Mitch Ditkoff is the Co-Founder and President of Idea Champions and the author of “Awake at the Wheel”, as well as the very popular Heart of Innovation blog.
Peter Cook
Peter Cook leads Human Dynamics and The Academy of Rock, providing Keynotes, Organisational Development and Coaching. He is the author of seven books on business leadership. His three passions are science, business and music, having led innovation teams for 18 years to develop life-saving drugs including the first treatments for AIDS and the development of Human Insulin. Peter is Music and Business editor at Innovation Excellence. You can follow him on twitter @Academyofrock.
Mukesh Gupta
Mukesh Gupta is Director of Customer Advocacy, SAP India Private Limited. He also served as Executive Liaison for the SAP User group in India, and as a Global Lead in Sales & Business Development. He blogs, and shares podcasts and videos, on his site rmukeshgupta.com
Paul Hobcraft
Paul Hobcraft runs Agility Innovation, an advisory business that stimulates sound innovation practice, researches topics that relate to innovation for the future, as well as aligning innovation to organizations core capabilities. Follow @paul4innovating

Ralph Christian Ohr
Dr. Ralph-Christian Ohr has extensive experience in product/innovation management for international technology-based companies. His particular interest is targeted at the intersection of organizational and human innovation capabilities. You can follow him on Twitter @Ralph_Ohr.

Randy Pennington
Randy Pennington is an award-winning author, speaker, and leading authority for helping leaders deliver positive results in a world of uncertainty and change. To learn more or to engage Randy for your organization, visit www.penningtongroup.com, email info@penningtongroup.com, or call 972-980-9857 (U.S.).

If your favorite didn’t make the list, then next year try to rally more votes for them or convince them to increase the quality and quantity of their contributions.

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020

Download PDF versions of the Top 40 Innovation Bloggers of 2020 and 2021 lists here:

. . .

Happy New Year everyone!

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Sickcare Digital Transformation Playbook

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Sickcare Digital Transformation Playbook

GUEST POST from Arlen Meyers

First there was the Great Recession. Then came the Great Resignation. Now we are facing the Great Digital Transformation, i.e. how do businesses win the 4th industrial revolution?

When cloud computing collides with 5G, the internet of medical things, quantum computing, virtual reality and virtual medicine, all occuring in an environment of volatility, uncertainty, complexity and ambiguity, things get wicked.

So what should be your next steps if you want to be standing on the middle podium of sickcare digital transformation?

The digital transformation of medicine has become a land grab for investor’s money and end user shelf space. Some think it is a bubble and it remains to be seen how much will be left after the pandemic. One thing you can be sure of, though, is that the solutions will mutate faster than the corona virus and we will need constant innovation to immunize ourselves against obsolescence and the corporate immune system.

Image credit: Pixabay

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Voting Closed – Top 40 Innovation Bloggers of 2021

1 Reply

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Bloggers available each year!

Our lists from the ten previous years have been tremendously popular, including:

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2021.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2021 at midnight GMT.

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

Sending us the name of the blogger by @reply on twitter to @innovate
Adding the name of the blogger as a comment to this article’s posting on Facebook
Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2021 will then be announced here in early January 2022.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Arlen Meyers – @sopeofficial
Braden Kelley – @innovate
Chad McAllister – @ChadMcAllister
Chris Beswick
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
Dr. Detlef Reis
David Burkus
Douglas Ferguson
Drew Boyd – @DrewBoyd
Frank Mattes – @FrankMattes
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Lou Killeffer – @LKilleffer

Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Pamela Soin
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Ralph Christian Ohr – @ralph_ohr
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Saul Kaplan – @skap5
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Tim Stroh
Tom Koulopoulos – @TKspeaks
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

Unraveling the Psychology of Pricing

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Enhancing Innovation Strategies

Unraveling the Psychology of Pricing

GUEST POST from Art Inteligencia

As businesses navigate the ever-evolving landscape of consumer behavior, one key factor that continues to play a pivotal role in driving purchasing decisions is pricing. The psychology of pricing is a fascinating field that delves into the intricate ways in which consumers perceive and react to different pricing strategies. By understanding these principles, businesses can effectively enhance their innovation strategies and drive sustainable growth.

One of the fundamental concepts in the psychology of pricing is price anchoring. This principle suggests that consumers tend to rely heavily on the first piece of information they receive about a product’s price as a reference point for subsequent price judgments. By strategically anchoring prices, businesses can influence the perceived value of their products and steer consumers towards making purchasing decisions in their favor.

A prime example of successful price anchoring can be seen in the case of Apple’s pricing strategy for its iPhone lineup. By introducing a high-priced flagship model such as the iPhone Pro, Apple effectively anchors the prices of its other models, making them appear more affordable by comparison. This strategy not only helps Apple drive sales of its premium models but also boosts the perceived value of its entire product range.

Another powerful concept in the psychology of pricing is price framing. This principle highlights the importance of how prices are presented to consumers in shaping their perceptions of value. For instance, presenting a product’s price as a monthly subscription fee rather than a lump sum can make it appear more affordable and appealing to budget-conscious consumers.

A standout example of effective price framing can be seen in the case of Netflix. By offering a variety of subscription plans at different price points, Netflix caters to a wide range of consumer preferences while also emphasizing the value and convenience of its streaming service. This pricing strategy has not only helped Netflix attract and retain a large customer base but has also positioned the company as a key player in the competitive streaming industry.

Conclusion

Understanding the psychology of pricing is essential for businesses looking to drive innovation and stay ahead in today’s dynamic marketplace. By leveraging principles such as price anchoring and price framing, businesses can enhance their pricing strategies, influence consumer behavior, and ultimately drive sustainable growth. By unraveling the psychology of pricing, businesses can unlock new opportunities for innovation and success in an ever-changing business landscape.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Unsplash

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Nominations Closed – Top 40 Innovation Bloggers of 2021

Leave a reply

Human-Centered Change and Innovation loves making innovation insights accessible for the greater good, because we truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

Our lists from the ten previous years have been tremendously popular, including:

Human-Centered Change and Innovation is now looking for the Top 40 Innovation Bloggers of 2021.

The deadline for submitting nominations is December 24, 2021 at midnight GMT.

You can submit a nomination either of these two ways:

Sending us the name of the blogger and the url of their blog by @reply on twitter to @innovate
Sending the name of the blogger and the url of their blog and your e-mail address using our contact form

(Note: HUGE bonus points for being a contributing author)

So, think about who you like to read and let us know by midnight GMT on December 24, 2021.

We will then compile a voting list of all the nominations, and publish it on December 25, 2021.

Voting will then be open from December 25, 2021 – January 1, 2022 via comments and twitter @replies to @innovate.

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions by an author to this web site will be a contributing factor.

Contact me with writing samples if you’d like to self-publish on our platform!

The official Top 40 Innovation Bloggers of 2021 will then be announced on here in early January 2022.

We’re curious to see who you think is worth reading!

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Digital Transformation Roadmap

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An Actionable Guide to Planning and Executing Your Transformation Strategy

Digital Transformation Roadmap

GUEST POST from Chateau G Pato

In today’s rapidly evolving digital landscape, businesses are faced with the critical challenge of adapting to the demands of a digital economy. The key to successful digital transformation lies in developing a comprehensive roadmap that outlines a clear strategy for leveraging technology to drive business growth and innovation.

Creating a digital transformation roadmap requires a strategic approach that encompasses a thorough assessment of organizational goals, current capabilities, and technology infrastructure. By developing a roadmap that is both comprehensive and actionable, businesses can effectively navigate the complexities of digital transformation and achieve sustainable success in the digital age.

Case Study Example 1: Coca-Cola

One of the most iconic brands in the world, Coca-Cola has successfully embraced digital transformation to drive business growth and enhance customer engagement. By focusing on leveraging technology to create personalized experiences for customers, Coca-Cola has been able to stay ahead of the competition and maintain its leadership position in the market.

To support its digital transformation efforts, Coca-Cola developed a comprehensive roadmap that included investing in cutting-edge technologies, such as AI and machine learning, to better understand customer preferences and deliver targeted marketing campaigns. By leveraging data analytics and automation tools, Coca-Cola has been able to streamline its operations and improve efficiency, while also enhancing the overall customer experience.

Case Study Example 2: Amazon

As one of the world’s largest e-commerce companies, Amazon has set the standard for digital transformation in the retail industry. By continuously innovating and adapting to changing consumer preferences, Amazon has been able to stay at the forefront of digital innovation and drive significant growth in its business.

Amazon’s digital transformation roadmap is centered around leveraging technology to enhance the customer experience and drive operational efficiency. By investing in cloud computing, data analytics, and artificial intelligence, Amazon has been able to streamline its operations, optimize its supply chain, and deliver personalized recommendations to customers. As a result, Amazon has been able to create a seamless shopping experience that has helped to drive customer loyalty and increase sales.

Conclusion

Digital transformation is a complex and challenging process that requires careful planning and execution. By developing a comprehensive roadmap that outlines a clear strategy for leveraging technology to drive business growth and innovation, businesses can effectively navigate the complexities of digital transformation and achieve sustainable success in the digital age. By following the examples set by companies like Coca-Cola and Amazon, businesses can learn valuable insights on how to successfully plan and execute their digital transformation strategy.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pexels

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Can You Be TOO Strategic?

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Can You Be TOO Strategic?

GUEST POST from Howard Tiersky

While the lack of a clear strategy can create problems in any business, there is another end of that spectrum.

Having a strategy means having clarity on what you want to achieve and a plan on how to get there. These are good things, but it’s also possible to be too strategic—too focused on a single goal and plan.

When Being TOO Strategic is a Problem

1. You Have an Ineffective Plan

What if you have a plan for reaching your goal but it doesn’t work? You could be putting all your eggs in one basket.

In some cases, you may be able to determine very quickly if your strategy isn’t working. That’s one of the beauties of digital. For example, with ecommerce, you can try a new email subject line and within a few hours (or even minutes) you can see whether people are responding to it.

There are other strategies, however, that demonstrate their effectiveness over time. A program that is designed to build relationships to drive more long-term customer loyalty is an example of a strategy that you won’t be able to determine the success of overnight.

Regardless of whether your plan can be evaluated quickly, if you put all your eggs in one strategic basket, there’s always the possibility that you’re wrong about the method to achieve your goal.

2. You Set the Wrong Goal

There’s also the possibility that you have either the wrong goal or a goal that’s not optimal.

No matter what group of consumers you choose to target, things can change quickly; it may turn out that you haven’t chosen a good target at all.

For example, think about when COVID-19 first disrupted our world. Consumers’ needs and habits changed because of the pandemic, which caused many companies to adjust their goals because their original goals were no longer going to bring successful outcomes. If you stayed laser focused on the goal of increasing the number of shoppers coming to your store each day amidst the pandemic, you were a little too strategically disciplined.

Even in less extreme cases, there are still situations where leaders fail to see new trends and opportunities for growth.

Blockbuster Video Blockbuster is a great example of a company that had the wrong goal in mind. They were so hyper focused on putting a video rental store in every neighborhood that they failed to see the potential opportunity in digital streaming services.

Netflix, on the other hand, did an excellent job seeing that opportunity and successfully transformed from the DVD rental by mail service to the popular digital streaming service consumers love today.

There’s always the risk that either you’re pursuing the wrong destination or the wrong means to get there. And what do you do then? You have the opportunity to say, “Maybe I shouldn’t be 100% strategic.”

Often, mistakes and variability promote evolution and growth in a company, so it’s important to determine what percentage of your business should be based on strategy and what percentage should be based on trying new and different things which may not align with the current official strategy.

3. Consider a Balanced Approach

Ideally, find a balance of mostly strategic activities, but carve out some time for non-strategic activity to allow employees to be creative and freely come up with new ideas that just might turn into something great.

An example of a company who does this well and has seen success come out of this strategy is Google. Google offers “20% time,” which allows each employee to spend 20% of their work time on independent projects they feel will benefit Google in the long run without having to justify it to anyone.

This freedom promotes innovation and creativity, making employees feel like their work and input really matters to the company. Many of Google’s widely known products have come out of this non-strategic time, such as Gmail and Google Maps.

Another area of business that often takes a balanced approach to strategy is Research and Development (R&D). R&D teams are typically made up of creative and original thinkers; they may be faced with problems that they’re fascinated by and are trying to solve. It’s not always clear how solving that problem is going to help the company right away, but some of the world’s greatest innovations have come out of R&D departments.

For example, at Bell Labs, the transistor was invented by people who were fascinated by the way materials could be used to control electricity. It wasn’t clear when they were doing that original research exactly how the product would be used; it was much later that the potential was realized for commercial applications such as the microchip

Another example is Steve Jobs in the early days of Apple. When the Apple ][ computer was at its height, it was the main focus of the company and where all the money was coming from. The long term success of the Apple ][ platform was the strategic focus of the company.

At the time, in order to politically sideline him, Jobs was assigned to work on a seemingly non-strategic project, which was the Apple Macintosh, originally intended as a product for the education market. As successful as the Apple ][ was, ultimately, the innovation that came from launching the Macintosh massively eclipsed the Apple ][ and is a key product line to this day. Thank goodness for a non-strategic project.

4. It Might Be Worth It to Pursue a “Moonshot Idea”

It can be beneficial to allow a certain amount of time to work on complete “moonshot ideas”—
ideas that are highly risky but could change the company or the industry as a whole if they’re successful.

While these grand ideas have only proven to be occasionally successful, the payoff can be so huge when they do succeed that they are worth pursuing.

The bottom line is that you want to be good at being strategic, but not get so caught up in being so strategic that you miss out on a great opportunity for growth and success in your company that may not align with your strategy.

Parting Gift

My Wall Street Journal bestselling book, Winning Digital Customers: The Antidote to Irrelevance, contains a blueprint for developing a successful strategy for your company as well as practices to aid in identifying new trends and opportunities to explore. You can download the first chapter for free here or purchase the book here.

Image credits: Pixabay and Unsplash

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Balancing Short-Term Wins and Long-Term Innovation Goals

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Balancing Short-Term Wins and Long-Term Innovation Goals

GUEST POST from Chateau G Pato

In today’s rapidly evolving business landscape, organizations face the dual challenge of achieving short-term wins while steadily progressing towards long-term innovation goals. The ability to balance these two objectives is crucial for sustainable success. In this article, we will explore strategies for maintaining this balance and examine two compelling case studies that highlight the importance of aligning short-term and long-term efforts.

Strategies for Balancing Short-Term and Long-Term Goals

To successfully balance short-term wins with long-term innovation goals, organizations should consider the following strategies:

Set Clear Objectives: Outline specific, measurable objectives that align with both short-term and long-term goals.
Foster an Innovative Culture: Cultivate a culture that encourages experimentation, learning, and the sharing of ideas.
Ensure Agility: Implement agile methodologies to quickly adapt to changes and seize opportunities.
Allocate Resources Wisely: Allocate resources, including time, budget, and talent, strategically to support both immediate and future initiatives.
Monitor and Adjust: Continuously monitor progress and be prepared to adjust plans as necessary to maintain alignment with overall goals.

Case Study 1: Adobe – Embracing Continuous Innovation

Background

Adobe, a multinational software company known for its creative tools such as Photoshop and Illustrator, faced a critical decision in the early 2010s. The company needed to transition from traditional software licensing to a cloud-based subscription model to ensure long-term growth and innovation.

Short-Term Wins

To gain buy-in and demonstrate immediate value, Adobe introduced Adobe Creative Cloud, allowing users to subscribe to their software on a monthly basis. This move provided immediate financial gains by creating a steady, recurring revenue stream, and giving customers more flexibility.

Long-Term Innovation

While the transition to a subscription model was a significant short-term win, Adobe also invested heavily in long-term innovation. They focused on integrating AI and machine learning across their platforms, as well as expanding their ecosystem with new tools and services. The shift to Creative Cloud allowed Adobe to continuously update their software, ensuring that customers had access to the latest innovations without the need for new purchases.

Impact

The balance of short-term wins with a focus on long-term goals enabled Adobe to thrive in a rapidly changing market. Today, Adobe Creative Cloud is a cornerstone of the company’s success, providing substantial value to customers while ensuring sustained innovation.

Case Study 2: Amazon – Innovating for the Future

Background

Amazon, the global e-commerce and technology giant, has consistently balanced short-term operational efficiency with long-term innovation. One notable example of this balance is their approach to Amazon Web Services (AWS).

Short-Term Wins

Initially, Amazon focused on optimizing its retail operations to achieve short-term wins. They streamlined logistics, optimized the supply chain, and enhanced customer experience. These efforts generated immediate gains and established Amazon as a leader in the retail space.

Long-Term Innovation

Simultaneously, Amazon recognized the potential of cloud computing and invested heavily in the development of AWS. This long-term vision required substantial investment but promised a revolutionary shift in how businesses manage their IT infrastructure. AWS allowed Amazon to introduce new services and products, such as data analytics and machine learning, which have had a transformative impact across industries.

Impact

The strategy of balancing short-term improvements with visionary, long-term projects has paid off profoundly for Amazon. AWS is now a significant revenue generator and a critical driver of the company’s future growth and innovation. Amazon’s ability to balance the two has made it one of the most valuable and innovative companies in the world.

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Re-Skilling and Upskilling People & Teams

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Re-Skilling and Upskilling People & Teams

GUEST POST from Janet Sernack

The pandemic has increased the pace of change in a digitally accelerated world, and at the same time, it is forcing organizations, leaders, and teams to become more purposeful, human, and customer-centric. Where managing both the future and the present simultaneously requires people to unlearn what has worked in the past and relearn new mindsets and behaviors as to what might be possible, useful, and relevant in the future.

This is crucial to enabling people to perform at their best, and it requires investment in reskilling and upskilling people to be future-fit to meet the needs of previously unheard-of occupations, newly emerging flexible job options. All of which are being transformed by the pandemic, coupled with technologies created by accelerated digitization. Where organizations, leaders, and teams can increase speed, agility and improve simplicity and strategically generate new ways of tapping into the power of and harnessing and mobilizing people’s collective intelligence.

To better enable them to balance and resource organizational digital, agile, or cultural transformational initiatives with the needs of its people, users, customers, and communities, and execute them accordingly.

Collective Intelligence

Collective intelligence is group intelligence that emerges from the collaboration, efforts, and engagement of diverse groups, tribes, teams, and collectives. Which poses a great opportunity, which is also critical to recovery, for organizations to attract, retain, manage and leverage talent through reskilling and upskilling people to be future-fit by:

Enhancing flexible work options

The recent World Economic Forum Job Reset Summit reported that – “in 2020, the global workforce lost an equivalent of 255 million full-time jobs, an estimated $3.7 trillion in wages and 4.4% of global GDP, a staggering toll on lives and livelihoods.”

McKinsey & Co in a recent article state that – as many as 25 percent more workers may need to switch occupations than before the pandemic.

This means that in a hybrid work environment, without the constriction of location, and with the ability to leverage connection digitally, at little, or no cost, there is a greater talent pool to draw from. Including, according to a recent Harvard Business Review article “What your future employees want most” untapped pools of talent such as the “home force” which includes bringing people back into the workforce including people who put their careers on hold due to raising children, caring for the elderly and retired baby boomers.

It also means that some people will be more likely to prioritize lifestyle (family and personal interests) over proximity to work, and will pursue jobs in locations where they can focus on both – even if it means taking a pay cut. Workers will be more likely to move out of cities and other urban locations if they can work remotely for a majority of the time, creating new work hubs in rural areas.

Measuring the value delivered and not the volume

Designing people and customer-centric work experiences, roles gives people the space to unlock their full potential, maximize their impact by delivering transformative results that contribute to the common good and to the future of humanity.

It also encourages cross-fertilization of creative ideas through teaming and networking, maximizing the power of collaboration and collaborative technologies to create and capture value, through inventing new business models, services, and products that users and customers appreciate and cherish.

Prioritizing continuous learning, reskilling and upskilling

At the same time, customer expectations and preferences are also constantly changing, giving rise and opening doors to new roles and opportunities, that may have never previously existed.

Organizations also need to discover and explore new ways of competing and future-proofing against uncertainty and disruption. They also need to invent new ways of boosting productivity and improving efficiency, through adapting and flexing to flow with the new reality and to ultimately grow and thrive within it.

There are also opportunities to solve complex problems by increasing reciprocity and collaboration through cross-functional partnerships, collectives, tribes, and ecosystems, designed to capture and deliver value co-creatively.

Continuous learning

Reskilling and upskilling people to be future-fit by maximizing collective intelligence require disrupting complacency and stagnation and creating an environment of continuous learning and trust.

Where people are focused on delivering a great customer experience and have the permission and safety and are “allowed” to:

Value and leverage differences and diversity in ways that evoke, provoke, and create new ways of being through unlearning, and through relearning to adopt a beginner’s mind, develop a paradox lens, and elastic thinking strategies to pivot quickly into new roles and structures as situations demand.
Challenge the status quo, by withholding judgment and evaluation, through developing vital generative questioning, listening, and debating skills to deep dive into and unleash creative and inventive ideas.
Continuously learn, to remain both agile and adaptive, collaborative and innovative, to discover, evolve, and grow talent in ways that are both nimble and sustainable.
Create lines of sight between strategy, structures, systems, people, and customers, identifying and maximizing interdependencies, through intentional collaboration where everyone knows that their efforts contribute to, and make a difference to the delivery of organizational outcomes.
Provide rigor, discipline by driving accountability and by constantly measuring and sharing feedback and results to allow for engaging people in continuous learning, iterative process, and real-life pivots.

Leveraging collective genius

Only by prioritizing reskilling and upskilling people to be future-fit organizations will leverage people’s collective genius and enhance their agility to survive and thrive, flow, and flourish in a VUCA world.

Organizations that are future-focused will create meaningful and purposeful hybrid workplaces that increase peoples’ job satisfaction and support. That provides flexible work options, continuous learning, and focus on generating value delivery will build people’s loyalty and retention and lower hiring costs over time.

An uncertain future

According to the World Economic Forum Job Reset Summit – “While vaccine rollout has begun and the growth outlook is predicted to improve, and even socio-economic recovery is far from certain”.

Yet, with so much uncertainty about the future, there is one thing that we can all control and is controllable, are our mindsets – how we think, feel, and choose to act in any situation, especially in our communication, problem-solving, and decision-making processes.

All of us have the freedom to choose, to develop our independent wills, and create new ways of being, thinking, feeling, and doing – to meet the needs of a wide range of previously unheard-of occupations that are emerging, to provide more flexible, meaningful and purposeful job options.

To leverage the current turning point, which is full of possibilities and innovative opportunities for enabling organizations, people, and customers to be more equitable, resilient, sustainable, and future-fit, in an ever-changing landscape, impacted by the technologies created by accelerated digitization.

This is the next blog a series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organization

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The Rise of Sustainable and Eco-Friendly Practices in Shaping the Future of Business

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The Rise of Sustainable and Eco-Friendly Practices in Shaping the Future of Business

GUEST POST from Art Inteligencia

In today’s rapidly evolving business landscape, sustainability and eco-friendliness have emerged as critical determinants of success. Companies across the globe are recognizing the urgent need to align their practices with environmental stewardship. This article delves deep into how sustainable and eco-friendly practices are shaping the future of business, supported by compelling case studies.

The Imperative of Sustainability

The pressing need for sustainability is no longer a topic of debate but a widespread acknowledgment across industries. Climate change, resource depletion, and increasing consumer awareness have created a demand for businesses to operate responsibly.

Regulatory Pressure: Governments are implementing stringent regulations, pushing companies to adopt sustainable practices.
Investor Focus: Investors are increasingly prioritizing Environmental, Social, and Governance (ESG) criteria, which impacts investment decisions.
Consumer Demand: Modern customers prefer brands that demonstrate a commitment to environmental and social responsibility.

Case Study 1: Patagonia – The Gold Standard in Sustainability

Patagonia, a renowned outdoor apparel company, stands as a prime example of how sustainability can drive business success and foster brand loyalty.

Key Initiatives:

Environmental Advocacy: Patagonia has been an unwavering advocate for environmental protection, donating 1% of its sales to environmental organizations since 1985.
Worn Wear Program: This initiative encourages customers to buy used Patagonia products and trade in their old clothing for store credit, promoting a circular economy.
Responsible Manufacturing: Patagonia ensures that its manufacturing processes comply with eco-friendly and ethical standards, significantly reducing its carbon footprint.

By seamlessly integrating sustainability into its brand ethos, Patagonia has achieved remarkable success. The company has not only cultivated a fiercely loyal customer base but also inspired other businesses to follow suit.

Case Study 2: Unilever – Leading with Purpose

Unilever, a global consumer goods giant, has demonstrated that sustainability can coexist with profitability. The company’s Sustainable Living Plan, initiated in 2010, aims to decouple its growth from its environmental footprint while increasing its positive social impact.

Key Initiatives:

Sustainable Sourcing: Unilever places a strong emphasis on sourcing raw materials sustainably. For instance, the company sources 100% of its palm oil from certified sustainable sources.
Reduction in Carbon Emissions: Unilever employs energy-efficient technologies and renewable energy sources to significantly reduce its carbon emissions.
Health and Wellbeing: The company’s initiatives extend beyond environmental sustainability. Unilever continually works to improve the health and wellbeing of its consumers through its products.

Unilever’s comprehensive approach to sustainability has not only benefited the environment but also led to business growth. The brands under Unilever’s umbrella that are recognized for their strong sustainability profiles, such as Dove and Ben & Jerry’s, have consistently outperformed others in terms of growth and profitability.

The Road Ahead

The journey towards sustainability is ongoing, but companies that embrace eco-friendly practices gain a competitive edge. The clear advantages include:

Brand Differentiation: Sustainable practices set businesses apart in saturated markets.
Cost Efficiency: Resource efficiency and waste reduction lead to long-term cost savings.
Attracting Talent: Employees are increasingly drawn to companies with strong sustainability commitments.
Future-Proofing: Sustainable practices mitigate risks associated with resource scarcity and regulatory changes.

Conclusion

The rise of sustainable and eco-friendly practices signifies a paradigm shift in the way businesses operate. Companies like Patagonia and Unilever exemplify how integrating sustainability into the core of business strategy can drive long-term success and create positive environmental and social impact. As we look to the future, it is evident that sustainability is not merely an option but a business imperative that will shape the future of industries globally.

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Enhancing Innovation Strategies

Conclusion

An Actionable Guide to Planning and Executing Your Transformation Strategy

Case Study Example 1: Coca-Cola

Case Study Example 2: Amazon

Conclusion

When Being TOO Strategic is a Problem

1. You Have an Ineffective Plan

2. You Set the Wrong Goal

3. Consider a Balanced Approach

4. It Might Be Worth It to Pursue a “Moonshot Idea”

Parting Gift

Strategies for Balancing Short-Term and Long-Term Goals

Case Study 1: Adobe – Embracing Continuous Innovation

Background

Short-Term Wins

Long-Term Innovation

Impact

Case Study 2: Amazon – Innovating for the Future

Background

Short-Term Wins

Long-Term Innovation

Impact

Collective Intelligence

Enhancing flexible work options

Measuring the value delivered and not the volume

Prioritizing continuous learning, reskilling and upskilling

Continuous learning

Leveraging collective genius

An uncertain future

The Imperative of Sustainability

Case Study 1: Patagonia – The Gold Standard in Sustainability

Key Initiatives:

Case Study 2: Unilever – Leading with Purpose

Key Initiatives:

The Road Ahead

Conclusion