← Back to Blog The Question Behind Running the Business vs Building the Business Running the business vs building the business asks two different things of the same organization, and most organizations never fully resolve the tension between them. Last time, I asked a question I didn’t answer. When something goes wrong in your organization, […]

← Back to Blog Every Business Is in the Problem-Solving Business The question is never whether something is going wrong in your organization. The question is what your organization does about it. Every business is in the problem-solving business. Only the best problem-solvers win. Something is always going wrong in every business. Not just in

← Back to Blog For six decades the new product development failure rate has refused to move. Nineteen peer-reviewed studies spanning 1945 to 2004 place it between 30% and 49%. The failure rate held in that range before agile became a dominant development methodology. It held after design thinking elevated customer experience as the innovation driver.

← Back to Blog The Innovation Paradox Most Leaders Miss Most business leaders ignore early signals of change. They focus on what’s working, celebrate successes, and maintain operations delivering consistent results. Signals that existing solutions are failing to meet evolving needs get dismissed as execution or customer problems — things to fix, not strategic indicators

← Back to Blog Most organizations develop their strategic intent but neglect the focused action mandate that gives it direction. The businesses that are consistent market and change leaders tend to have both, with both pointed in the same direction. Strategy conversations in most organizations eventually arrive at their strategic intent. Something like “to be

← Back to Blog Designing change before designing solutions is the principle most organizations violate. They leap directly into solution development when facing business challenges. Technology upgrades. New product features. Process improvements. The pattern is well known. Identify a challenge, brainstorm solutions, select the most promising option, and begin development. This approach feels productive. It

← Back to Blog The pre-commitment innovation risk assessment that confirms whether your initiative is positioned to succeed — before development begins. The Innovation Risk Assessment That Must Happen Before Development Begins The genesis of the struggle that most organizations have with innovation — the problem this innovation risk assessment is designed to address —

← Back to Blog Why Most Innovation Projects Fail Before They Start — Part 3 of 3 Most innovation projects fail not in execution but in the decisions made before execution begins. This is Part 3 of a three-part series on why — and it covers the failure that happens when execution is miscalibrated before

← Back to Blog Why Most Innovation Projects Fail Before They Start — Part 2 of 3 Most innovation projects fail not in execution but in the decisions made before execution begins. This is Part 2 of a three-part series on why — and it focuses on the failure that happens at project selection, before

← Back to Blog Why Most Innovation Projects Fail Before They Start — Part 1 of 3 Most innovation projects fail not in execution but in the decisions made before execution begins. This is Part 1 of a three-part series on why — and it starts with the two conditions that determine whether your innovation