In business, we should always celebrate our successes. We should all find happiness and take comfort in classic, somewhat irrefutable, business metrics, like returning a healthy net profit, growing sales and customer loyalty, to name a few. But there are anecdotal success measures most people repeat that, while they directionally point to good things, should also have you start asking whether they actually are signs of a problem. Let’s look at three of the most common.
The relationship between risk and reward is fairly established—it’s unlikely you get the latter without taking on the former. How can established businesses make sure that the risk of their innovation is worth the reward? Read on.
A July 1945 issue of The Atlantic article can be traced as the source for most of the technologies driving the world’s current economic growth. The author, Dr. Bush, predicted personal computers, touch screens, hypertext, metadata, the world wide web, speech recognition and Wikipedia. How did this article have such a profound influence?
Obtain the fuel to generate your next big idea by taking the time to truly understand your users.
In the Apple heyday, Steve Jobs’ superpower seemed to be looking at an existing or emerging technology, empathizing with users, and seemingly effortlessly stripping the relationship between them down to its bare essentials. Looking at those moments of interaction that had the greatest impact on user experience, he would mercilessly execute against those. It’s a superpower that many claim Apple has lost since his departure. Thankfully, we can all learn from their mistakes.
This week, Tim Berners Lee, inventor of the world wide web, proposed a new standard for returning control of online identification back to users. It’s called Solid. How does it work and is it possible? Check out our latest post.
Disruptive market entrants simply examined the structure of the industry or market and saw some tell-tale signs that anyone can see, if they know where to look. We’ve outlined 5 signs any disruption hunter should look for when deciding upon which industry to set his or her sights.
The odds of any one innovation succeeding are dismal, so the smartest companies approach innovation investing like venture capitalists. If you do it correctly, in the end the game is rigged.
When you start evaluating the MoviePass through the lens Narrative-Based Innovation, it becomes clear, the story just doesn’t hold water.
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