Create a culture of local purpose in a company rather than just tasks and goals based activities, and create a purpose based organisation ready for adaptation. Create a vision and engage a
Every 6 months, all managers in Hindustan Unilever Ltd. put their day jobs on ice to focus on one of the two things that really matter - the consumer and the customer.
Create more freedom to innovate and greater accountability by distributing the responsibility to manage risk capital as a "commons" throughout small groups within an organization that are networked to
Despite increasing disruption and crumbling paradigms, many organizations remain trapped in out-dated management practices left-over from the industrial revolution.
Fundamental infrastructure innovations must overcome a steeper than normal entry barrier. The market-place considers them an avoidable adventure regardless of need. Early adopters are rare.
PARC made a radical transformation from a captive research center to a commercial open innovation business. This forced PARC to create a number of new practices in innovation management -- just t
"Nobody ever got fired for buying IBM." That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign : "Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."
FINN.no is Norway’s largest online marketplace. FINN.no is a story of disruption and innovation, and we have a goal of being one of the most innovative companies in the world.
