Blog Post

Innovation Optimism

Innovation Optimism

I spent a couple of days last week in Las Vegas at the 3DExperience Forum hosted by Dassault Systemes. Dassault Systemes is a French software company that specializes in the production of 3D design software, 3D digital mock-up and product lifecycle management solutions. 

Fallacy #3 – Failure is Spectacular

Fallacy #3 – Failure is Spectacular

There seems to be a presumption that the failure of a breakthrough innovation initiative is always spectacular and career ending. This fallacy of presumption creates an unnecessary aversion to risk and limits the pursuit of the radical innovation that organizations need to deliver sustained organic growth.

Fallacy #2 – Spending Drives Output

Fallacy #2 – Spending Drives Output

Another of my favorite fallacies is that innovation spending is correlated with innovation output. This is another example of weak inference and insufficient evidence. Thinking that you need to spend more to get more can lead managers to make the wrong assumptions about what it takes to deliver growth.

Radical Innovation

Radical Innovation

When conducting secondary research for The Chief Innovation Officer’s Playbook I came across a book review in the Harvard Business School Archive. The review was of a book published in 2000 titled Radical Innovation: How Mature Companies Can Outsmart Upstarts.

Military Innovation

Military Innovation

Anyone who says innovation is dead is not paying attention to the incredible advances in technology that is happening faster and faster, right before our eyes.

The differences in a generation of systems was demonstrated clearly to me this past week at the Air Force’s National Security Forum at the Air War College where I was invited to participate as a fellow. The theme of the event was “winding down after more than a decade of war.” The innovation that the U.S. Air Force has poured into their aircraft, weapons, and networks over the past ten years is mind boggling.