We need better ways to know when to innovate. I offer one promising option, but it's just a start.
Great innovation agendas center on a fixed purpose, activated by a portfolio of efforts and fueled by exploring many related topics.
Settling on the vision or purpose for innovation work is deceptively treacherous. Here is why.
The triumphs and struggles of EV adoption shine a light on the interplay of the "Three Deaths," the "Adoption Curve," and "Disruption."
"Must-do purposes" help innovators overcome not just rational resistance but the Goodwin Curve too.
Above almost all else, innovation leaders must find a meaningful, stable "must-do purpose" for their work.
Reject naïveté. Innovation work–both in business or beyond–takes tremendous effort even for achieving moderate results