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12 episodes with corporate explorer
2 episodes with corporate explorer
2 episodes with corporate explorer
2 episodes with corporate explorer
Strategic Diversity in Corporate Innovation with Richard Robertson | The Corporate Explorer Series In this episode of The Corporate Explorer, host Aiden is joined by Richard Robertson, co-author of The Corporate Explorer Field Book, to discuss the critical concept of strategic diversity in building high-performing teams within corporate environments. Robertson delves into the various phases of strategic innovation and growth, from ideation to maturation and transformation. He emphasizes the importance of blending formal and informal processes to harness innovation and highlights how different skill sets and mindsets are needed at various stages of corporate development. The episode also features insights on managing complexity and human behavior, optimizing team performance, and the application of the AEM Cube tool. Sponsored by Wazoku, the episode provides valuable strategies for ensuring sustainable innovation and maximizing team potential. 00:00 Introduction and Sponsor Acknowledgment 00:40 Understanding Corporate Explorers 01:44 The Importance of Strategic Diversity 01:52 Guest Introduction: Richard Robertson 03:48 Strategic Diversity in Teams 08:08 The S Curve and Team Dynamics 16:01 Exploring the AEM Cube 20:42 Conclusion and Contact Information Find Richard: Link to Aidan McCullen for Keynotes, workshops and event MC. The Reinvention Summit Find us on Substack for Shownotes and competitions:
In this episode of the Corporate Explorer series, we dive deep into managing innovation within large corporations with Erich Kruschitz, CEO of Mavie Next. Erich shares detailed insights from his journey transforming UNIQA's exploratory unit into a successful growth engine. We explore the challenges of building and managing a team for innovation, the importance of clearly defined goals and organisational support, and the nuances of handling acquisitions and integrating diverse company cultures. Key topics include the concept of ambidexterity, the characteristics necessary for a corporate explorer, and the importance of rituals in celebrating and learning from failures. This episode is packed with valuable lessons for anyone involved in corporate strategy and innovation. 00:00 Introduction to Corporate Exploration 00:34 Sponsor Acknowledgment: Wazoku 01:12 Guest Introduction: Erich Kruschitz 01:58 Erich's Journey and Background 02:28 Building a Team for Exploration 04:22 UNIQA's Strategic Shift to Healthcare 11:08 Defining the Purpose and Scope 19:00 Challenges in Team Building 30:32 Acquisitions and Their Impact 37:51 Celebrating Failures and Learning 41:34 Conclusion and Contact Information Find Erich here: Erich Kruschitz, Aidan McCullen, UNIQA, Mavie Next, SanusX, Wazoku, Corporate Explorer, innovation, ambidexterity, healthcare, insurance, leadership, startups, entrepreneurs, asset management, risk management, finance, telemedicine, employee health, elderly care
Ellie Charles Mann Hummel Innovating Corporate KPIs - Ellie Amirnasr and Charles Vaillant Driving Progress with Mann+Hummel's Hunter Strategy In this episode of the Corporate Explorer series, we dive into innovative business practices with Mann+Hummel's CTO/CDO Charles Vaillant and Digital Ventures Manager Ellie Amirnasr. The guests discuss the pitfalls of applying traditional KPIs too early in new business ventures and advocate for non-financial progress metrics. They introduce the 'Hunter Strategy' for pursuing business validation and scaling within exploration-type projects. The conversation covers how to manage resource allocation efficiently, the evolution of their innovation framework, and essential advice for corporate explorers. This episode is sponsored by Wazoku, a leader in creating sustainable innovation ecosystems. 00:00 Introduction to Business Innovation 01:10 Sponsor Acknowledgment 01:49 Meet the Guests: Ellie Amirnasr and Charles Vaillant 02:54 Understanding Mann and Hummel 04:56 Challenges with Traditional Metrics 10:54 Hunter Strategy Explained 17:21 Implementing Effective Metrics 23:59 Resource Allocation in R&D 30:18 Advice for Corporate Explorers 34:47 Conclusion and Final Thoughts Business Innovation, KPIs, Venture Management, Non-Financial KPIs, Innovation Ecosystems, Corporate Exploration, Growth Validation, Hunter Strategy, Mann and Hummel, Wazoku, Aidan McCullen, Ellie Amirnasr, Charles Vaillaint, Corporate R&D, Digital Ventures, Strategic Metrics, Innovative Processes, Resource Allocation, R&D Investments, Corporate Transformation Find Charles: Find Ellie: Find Aidan:
In the latest episode of the Corporate Explorer series, brought to you by Wazoku, we discuss the importance of balancing personal instincts with data and evidence in business decisions. Guests, Product Marketing Manager for Electric Vehicles & Customer Experience with Cadillac, Sarah Spoto and Vincent Ducret from ChangeLogic share their experiences of implementing experimental frameworks in China for General Motors. They emphasize the critical steps of assumption analysis, prioritizing hypotheses, and iterative experimentation, while also addressing challenges in corporate environments, such as maintaining cultural buy-in and celebrating failures as learning opportunities. Sponsored by Wazoku, the episode offers deep dives into innovation management, strategic risk-taking, and the use of connected collective intelligence to drive business success. 00:00 Introduction: The Pitfalls of Instinct-Driven Decisions 00:40 The Role of Data in Corporate Exploration 01:07 Sponsor Message: Wazoku's Innovation Ecosystem 01:56 Incubation and De-risking New Business Ideas 02:19 Meet the Corporate Explorers: Sarah Spoto and Vincent Ducraix 02:50 Sarah Spoto's Journey in Corporate Innovation 04:40 Vincent Ducraix's Background and Experience 06:55 The Business Learning Life Cycle Framework 08:10 The Importance of De-risking in Corporate Ventures 13:04 Challenges and Strategies in Corporate Experimentation 14:33 The Role of Leadership and Team Buy-in 21:08 Case Study: Experimentation in China 30:28 Final Thoughts and Contact Information Find Sarah here: Find Vincent here: Key Takeaways This conversation explores business experimentation using a framework outlined in the Corporate Explorer book. Here are the key takeaways: Challenges of Corporate Innovation: Reliance on past experience can lead to failure in new ventures due to high uncertainties. Traditional methods like surveys might not capture the right data for untested ideas. The Business Experiments Framework: Identify Key Assumptions: List all critical assumptions about your new venture (customer value proposition,problem addressed, etc.). Prioritize Assumptions: Focus on the riskiest assumptions that could derail the project. Design Experiments: Create creative experiments to test these assumptions with real customer data (not just surveys). Collect Learnings: Analyze experiment results to validate or disprove assumptions. Iterate: Use learnings to refine your approach and potentially conduct new experiments on remaining assumptions. Benefits of Business Experiments: Reduces risk by validating assumptions before significant resource investment. Provides data-driven decision making for building the right product for the right customer. Challenges of Implementing Business Experiments: Balancing Speed and De-risking: There's a tension between demonstrating progress and taking the time to properly de-risk the project. Cultural Shift: Organizations need to embrace experimentation and see failures as learning opportunities. Team Buy-in: Both leadership and working-level teams need to understand the value of experimentation. Success Factors: Strong Leadership Support: Having advocates who understand and champion the approach is crucial. Cultural Investment: Educate teams on the process and celebrate failures as learning opportunities. Focus on Learning: Value the insights gained from experiments, even if they disprove assumptions. Example Implementation: Sarah Spoto's experience in China highlights the importance of setting the right incentives and building a cross-functional team for experimentation. Assumptions analysis is a valuable starting point, even if full experimentation isn't implemented. Overall, business experimentation offers a structured approach for de-risking new ventures and making data-driven decisions in the face of uncertainty.
Mastering High-Stakes Conversations for Corporate Innovation In this episode, we dive into the essential techniques for leading high-stakes conversations to secure senior-level commitment to corporate innovation. Our guest, Alexander Pett, an expert in executive team dynamics, discusses the crucial concept of 'productive tension' and how recognizing and addressing disagreement can lead to authentic agreement and commitment. Pett outlines practical strategies for effectively framing issues, maintaining engagement, and navigating political dynamics in boardroom settings. Tune in to learn how to prepare and communicate strategically, ensuring your innovative ideas gain the buy-in they need to succeed. 00:00 Introduction to High-Stakes Conversations 01:31 The Importance of Productive Tension 05:23 Pre-Work and Stakeholder Engagement 07:12 Creating and Maintaining Productive Tension 08:44 Communication Skills and Self-Awareness 18:30 Frameworks for Effective Dialogue 20:55 Final Thoughts and Advice Corporate Innovation, Senior Team Engagement, Productive Tension, Executive Leadership, Alexander Pett, Aidan McCullen, Corporate Explorer, High Stakes Conversations, Leadership Strategies, Boardroom Dynamics, Effective Communication, Innovation Leadership, Pre-Meeting Preparation, Organizational Change, Executive Buy-In, David Kantor, Group Dynamics, Empathy in Leadership, Political Savvy, Agreement and Advocacy
In this episode of the Corporate Explorer series by Wazoku, we delve into the concept of customer-first practices and their impact on bridging the maturity gap in corporate innovation. Michael Nichols, coauthor of the Corporate Explorer Field Book and Director of Corporate Ventures for MANN + HUMMEL, shares insights on the challenges of inside-out innovation within corporations, emphasizing the importance of validating business models beyond core business practices. He discusses the common pitfalls of corporates mistaking invention for innovation, the crucial role of customer problem identification, and the necessity of developing a repeatable business model. Nichols also outlines the steps towards achieving business model maturity, highlighting the importance of problem-solving, scalability, and customer need. This episode sheds light on the systemic issues facing corporate innovation and offers guidelines for successfully navigating and leveraging customer-first methodologies to ensure sustainable growth and innovation within large organizations. 00:00 Unpacking the Essence of Customer-First in Corporate Innovation 01:11 Introducing Michael Nichols: A Deep Dive into Corporate Ventures 02:04 The Intricacies of Inside-Out Innovation Explained 03:59 The Challenges of Corporate Innovation and the Funding Dilemma 07:11 Navigating the Innovation Cycle: From Ideation to Market Validation 11:36 Addressing the Corporate Innovation Gap: Strategies and Solutions 25:56 Exploring Business Model Maturity: Key Indicators for Success 35:55 Final Thoughts and Where to Connect Find Michael here: https://www.linkedin.com/in/michael-guy-nichols/
The Power of Collective Intelligence with Simon Hill Harnessing Global Creativity for Innovation: A Wazoku Story This episode examines the power of collective intelligence and open innovation, focusing on Wazoku, a company that facilitates innovation through technology. The discussion highlights a story where an individual from India solved a carbonated drink company's bubble manipulation challenge, exemplifying global problem-solving capabilities. Simon Hill, Wazoku's CEO, elaborates on the importance of embracing external ideas, utilising software for innovation efficiency, and fostering a culture that supports innovation. Emphasising the potential of AI and crowdsourcing, the narrative showcases examples where unexpected solutions emerged from non-obvious sources, including a violinist providing a solution for a potato chip company. The episode underscores the significance of asking the right questions, timing for ideas, and structuring organisations to tap into external creativity effectively. 00:00 The Spark of Innovation: A Global Call for Ideas 00:56 The Power of Crowdsourcing in Innovation 01:30 Introducing Simon Hill: Innovator and Corporate Explorer 02:09 Exploring the Nuts and Bolts of Challenge-Driven Innovation 02:56 The Role of AI and Technology in Shaping Innovation 08:19 The Human Element: Culture, Mindset, and Organisational Change 12:57 Harnessing External Ideas: The Case of Manish and Beyond 16:19 The Future of Work and Innovation: A Circular Ecosystem 23:56 Real-World Success Stories: From Violinists to Potato Chips 26:45 Wazoku: Envisioning a World of Collective Intelligence Find Wazoku at
Innovating Within the Military: Challenge-Driven Innovation and Connected Intelligence This episode of the Corporate Explorer, recorded in London during the launch of the Corporate Explorer field book and powered by Wazoku, features Stuart Laws from the UK's Defense Innovation Unit. The discussion explores how challenge-driven innovation has transformed problem-solving within the military, moving away from a traditional idea-generation model to one that actively involves business units in framing their issues for more scoped and implementable solutions. Laws highlights the shift towards a more inclusive innovation approach, engaging employees, suppliers, startups, universities, and leveraging Wazoku's connected collective intelligence of over 700,000 global problem solvers. The episode also delves into the human aspects of innovation, including the creation of stakeholder personas to better understand and influence decision-makers, and the serendipitous discovery of solutions through cross-sector collaboration and challenge-driven initiatives. Laws shares insights on the necessity of a collaborative mindset in innovation, bringing public and private sectors together for impactful outcomes. The successes of this approach are exemplified in real-world applications, such as providing 5G coverage in hard-to-reach areas through a partnership between Defence, BT, and academic contributions. 00:00 Welcome to the Corporate Explorer: Innovating with Wazoku 00:43 Introducing Stuart Laws: Innovating in the Military 01:41 The Power of Challenge-Driven Innovation 04:12 Cross-Sector Innovation: Bridging Industries for Better Solutions 09:14 Marketing Personas: A Game-Changer for Innovation 12:55 Finding Solutions in Unexpected Places: The BT Story 15:13 Wrapping Up: The Future of Innovation with Wazoku Find Stuart here:
This episode of the Corporate Explorer series features a discussion with Bea Schofield, a specialist in Challenge-Driven Innovation (CDI), and various co-authors of the 'Corporate Explorer Field Book'. The podcast, supported by Wazoku, delves into how large organisations can foster innovation through a sustainable ecosystem using 'Connected Collective Intelligence'. The conversation focuses on the principles of CDI, detailing a framework dubbed 'LASSO' for crafting effective challenges that stimulate creative solutions. It underscores the importance of setting clear boundaries to fuel creativity, ensuring challenges are actionable and specific, and aligning them with strategic goals to facilitate ownership and support within the organisation. The episode also covers strategic challenge framing, stakeholder engagement, solution evaluation, and prioritisation, offering insights into blending creativity with systematic processes for corporate innovation. Bea Schofield shares her perspective on the role of corporate innovators and the necessity of balancing ideation with execution to drive meaningful organisational change. 00:00 Welcome to the Corporate Explorer Series: Launching the Field Book 00:15 Introducing Wazoku: Powering Sustainable Innovation 01:07 Diving Into the World of CDI with Bea Schofield 03:59 Exploring the LASSO Framework for Effective Challenges 07:44 The Importance of Support and Ownership in Innovation 17:19 Navigating Corporate Innovation: Strategies and Tools 20:41 Selecting the Right Channels for Innovation Challenges 21:58 Wrapping Up and Where to Find Bea Schofield Corporate Explorer Series, Innovation Ecosystems, CDI (Challenge Driven Innovation), Connected Collective Intelligence, Ideation Process, Challenge Design, LASSO Framework, Problem Solving, Collaboration, Corporate Innovation
Ideation from Within with Kaihan Krippendorff Harnessing Inner Innovation: The IDEAS Framework with Kaihan Krippendorff This episode of the Corporate Explorer Field Book, presented by Wazoku, features an insightful discussion with Kaihan Krippendorff, a renowned innovation strategist. Krippendorff introduces the IDEAS framework, a method developed over 15 years to foster breakthrough ideas within large corporations. The framework is an acronym for Imagine, Dissect, Expand, Analyze, and Sell, representing five types of conversations critical to nurturing a culture of innovation. He emphasizes the framework's practicality by sharing his experience of conducting hundreds of workshops, generating billions in revenue through the innovative ideas it has produced. Krippendorff also explores common barriers to innovation and offers strategies to overcome them, making it a valuable resource for leaders aiming to drive internal innovation and create a sustainable innovation ecosystem. Chapters: 00:00 Introduction to Corporate Explorer and Wazoku 00:37 Ideation From Within: Generating Breakthrough Ideas 01:08 Kaihan Krippendorff's IDEAS Framework Unveiled 02:04 The Power of Conversations in Ideation 02:42 The Evolution and Impact of the IDEAS Framework 04:51 Exploring the IDEAS Framework in Detail 09:23 Overcoming Barriers with the IDEAS Framework 13:03 Concluding Remarks and Where to Find Kaihan 13:33 Closing and Recap of Wazoku's Mission Find Kaihan here. That series with Kaihan is here on YouTube: https://youtube.com/playlist?list=PLMxiNrgE29RLWDfWatSwogqFqLQVytkWO&si=k8umYt_1eh0aXolb
Defining the Market in Innovation with Tony Ulwick The fifth episode of the Corporate Explorer series features Tony Ulwick, the acclaimed author of 'Jobs to be Done.' He discusses the critical role of precisely defining the market in the innovation process. The conversation delves into the intricacies of identifying a target market, a common pitfall many innovators encounter, and introduces the 'Jobs to be Done Market Definition Canvas.' This tool aids in understanding the market, reducing uncertainty, and aligning team objectives. The episode underlines the importance of creating products that are guaranteed to succeed based on a systematic approach to innovation. Ulwick provides concrete examples to demonstrate how the 'Jobs to be Done' methodology revolutionizes the way one defines a market, thereby influencing the overall innovation process. This episode provides valuable knowledge for entrepreneurs, innovators, or anyone involved in the product development process. Find Tony and his free ebook or audiobook here: , , , , , , , , , , , , , , , ,
Corporate Explorers: Navigating Through Toxic Assumptions with Narendra Laljani Episode Description: In this insightful episode of our Corporate Explorer series, we dive deep into the crucial topic of "Outside-In: Overcoming Toxic Assumptions with Market Insight" with our distinguished guest, Narendra Laljani. As a co-author of the chapter, management educator, consultant, and program director at Henley Business School, Laljani brings a wealth of experience and knowledge to our discussion, illuminating the path for organizations aiming to navigate the treacherous waters of innovation and strategic adaptation. Key Highlights: Introduction to the Series [00:00:00]: We kick off the episode with gratitude towards our sponsor, Wazoku, for supporting the exploration of effective, sustainable innovation ecosystems. A brief overview sets the stage for our deep dive into overcoming toxic assumptions through market insight, highlighting the journey through previous series parts with Mike Tushman and Andy Binns. The Core Challenges [00:02:00]: Laljani and host Aidan McCullen discuss the dual challenges of the "inside-out" and "outside-in" perspectives that organizations face. Through captivating examples such as Encyclopaedia Britannica, Kodak, and Thomas Cook, we explore the pitfalls of success recipes and the importance of adapting to environmental changes. Narendra Laljani's Rich Experience [00:04:00]: Laljani shares his extensive background in corporate exploration, offering personal anecdotes and lessons learned from both successes and failures. His insights into leadership challenges and strategic execution are not to be missed. Overcoming Embedded Assumptions [00:05:00]: Delving into the metaphor of organizational DNA, we discuss how deeply embedded assumptions and beliefs shape corporate culture and decision-making processes, often to the detriment of innovation and growth. Mental Models and Industry Paradigms [00:09:00]: The conversation broadens to include the concept of mental models within organizations and entire industries, emphasizing the importance of challenging existing paradigms to uncover new opportunities. The Value of New Perspectives [00:12:00]: Highlighting the critical role of newcomers in injecting fresh thinking into stagnant environments, we discuss strategies for preserving and leveraging newness within corporate structures. A Framework for Innovation [00:14:00]: Laljani introduces a practical framework for challenging assumptions, derived from the work of C.K. Prahalad and Gary Hamel, offering listeners a tool for strategic innovation and thought provocation. Continuous Learning as a Competitive Edge [00:16:00]: The episode concludes with a powerful discussion on the importance of learning, unlearning, and relearning, underscoring continuous learning as the only sustainable competitive advantage in the future. Where to Find Us: Tune in to this compelling episode on platforms like Apple Podcasts and Spotify to gain insights into overcoming toxic assumptions with market insight. For those looking to dive deeper into strategic innovation and corporate exploration, connect with Narendra Laljani on LinkedIn or explore the upcoming Strategic Innovation Program at Henley Business School.
Hunting Zones with Andrew Binns Brought to you by Wazoku, the Corporate Explorer series is designed to uncover the depth of insight and experience within corporations, beyond management gurus and academics.
ChatGPT Welcome to part 2 of the Corporate Explorer series. In this episode, titled "Strategy Manifestos," join Andrew Binns as he delves into corporate exploration, sharing insights from the Corporate Explorer Fieldbook. Brought to you by Wazoku, the Corporate Explorer series is designed to uncover the depth of insight and experience within corporations, beyond the realm of management gurus and academics. In May 2022, Andy attended a conference at Bosch that sparked the inspiration for this episode, revealing the wealth of knowledge within corporations about corporate exploration. The episode kicks off with a discussion on turning high-level corporate statements into empowering Strategy Manifestos. Co-authored by long-time client Andreas Brandstetter, Chapter 1 explores the crucial role of manifestos in aligning senior leaders on strategic ambitions and communicating these ambitions effectively. Andy shares personal experiences as a corporate explorer, emphasizing the importance of a clear strategy. The Strategy Manifesto, while not a replacement for detailed strategy plans, makes explicit the company's strategic choices and provides the rationale for those decisions. Discover the key element of the manifesto – portfolio allocation. Learn how companies can change their approach to R&D investment to focus on cross-business priorities, including areas of withdrawal or deliberate non-entry. Moving on to the execution of the manifesto, Andy outlines five steps: developing a point of view, assembling facts and perspectives, drafting and iterating, addressing disagreements, and adapting for different audiences. The episode concludes with five powerful approaches for corporate explorers to trigger change within their organizations. From outside-in exploration to cultivating sponsors, each approach requires time and commitment but holds the potential to create bottom-up pressure that shifts action at the top. Tune in to "Strategy Manifestos" by Andrew Binns, part of the Corporate Explorer series sponsored by Wazoku, and gain actionable insights into driving innovation and strategy within your organization. Don't miss this opportunity to explore the uncharted territories of corporate excellence! For those interested in Wazoku, find Wazoku at www.wazoku.com
Welcome to the Corporate Explorer Series, your gateway to the dynamic world of corporate exploration!
Andy Binns joins again! He works with CEOs, boards, and senior teams as they lead significant business change. He manages Change Logic, a firm he co-founded with Harvard Business School's Michael Tushman and Stanford's Charles O'Reilly. With twenty-five years of experience as both an external and internal consultant, he also held positions with McKinsey & Co. and the IBM Corporation before co-founding Change Logic.At IBM, Andy was deeply involved in the ‘Emerging Business Opportunity' program, for which he received an award from IBM's Vice-Chairman. That experience deeply influenced his belief that corporates can outpace startups at innovation and shaped his work on Corporate Explorers- a breed of managers who have the capability to build new ventures from inside established organizations. Drawing on nearly twenty years of research and work with these innovators, he wrote the books “Corporate Explorer: How Corporations Beat Startups at the Innovation Game (2022)” and “Corporate Explorer Fieldbook: How to Build New Ventures in Established Companies,”
Innovation is both extremely important to the life of a corporation and also extremely tricky to regularly achieve and maintain. There are certain strategies that tend to yield higher innovation, but at its heart are the people, the corporate explorers that drive things forward.Andrew Binns is the co-founder and manager of Change Logic, an advisory firm, and the author of several articles and books. His latest book, Corporate Explorer: How Corporations Beat Startups at the Innovation Game, co-written with Charles O'Reilly and Michael Tushman, is about the differences in how corporations and startups approach encouraging innovation, and analyzes those efforts for how effective they are.Andrew and Greg discuss the innovation industry and the three stages of innovation. They talk about the differences between product-centric and customer-centric thinking, the paradox of limiting uncertainty and innovation, corporate explorers, and which ones end up succeeding. They discuss the concepts of feedback and it's counterpart, ‘feedforward,' and some examples of successful corporate innovation cultures. *unSILOed Podcast is produced by University FM.*Episode Quotes:It's all about passion, not process45:45: Corporations get wrapped up in thinking that the answer is about process, right? I can't tell you how many people ask me, "How do you make a repeatable process of this?" when they haven't even done it once. Have something to repeat, please. And then structure—how do we get the right organization structure around this? And we miss the importance of the individual with passion to solve a customer problem who is going to find that strong personal motivation. Because whether you're a corporate explorer or an entrepreneur, you are signing up for a really hard life. (46:37) And if you're going to live through that, you need passion. You need to be committed to solving the problem that you face. And that's what all of these examples in Corporate Explorer tell you about.18:32: The thing that we know about innovation is that you need to hold open your ability to learn and see multiple possibilities.How business logic kills the explorer in corporate innovation21:32: You've got to pursue your innovation to the scale of the opportunity, the scale of the market, not the scale of what you think can get past your manager or what you can squeeze through the stage gate process. That is exactly how exploit or core business logic kills the explorer in corporate innovation.Re-orienting ourselves when we talk about risks 25:23: This is a fundamentally important thing to re-reorient ourselves in terms of how we engage in talking about the topic of risk. Because one thing is for sure: in a traditional corporate career, you do not get rewarded by saying, "I don't know," right? That is counter-cultural. So unless you take it head-on, it's going to be hard to make progress.Show Links:Recommended Resources:Exploration and Exploitation in Organizational LearningFrancesco Starace Professional ProfileFrancesco StaraceCharles O'ReillyMichael TushmanunSILOed episode feat. Michael ArenaGuest Profile:Professional Profile on Change LogicAuthor's Profile on the Corporate ExplorerAndrew Binns on TwitterAndrew Binns on LinkedInHis Work:Andrew Binns on Google ScholarWork in California Management ReviewWork in Harvard Business ReviewCorporate Explorer: How Corporations Beat Startups at the Innovation GameThe Missing Discipline Behind Failure to Scale
In Chapter 5 of the Corporate Explorer, Binns, Tushman, and O'Reilly share how a Corporate Explorer created a new business inside the consulting and accounting firm Deloitte. His new unit, Deloitte Pixel, uses the “wisdom of crowds” to solve complex management problems. His first experience of the power of crowds came when he was part of a self-organised community that came together to provide relief for victims of the 2004 Indian Ocean tsunami. This taught him that communities of people could self-organise and do work that traditional organisation structures might struggle to perform. He then started to apply similar principles of crowds to management consulting. It is a pleasure to welcome that very Corporate Explorer, joined by his friend Andrew Binns.
There is no formula for immunity to disruption. Invincibility is an illusion. However, one factor explains why some succeed at corporate venture building. Our experience working with midsize and large legacy firms has shown us that innovation is as much about leadership as it is about the method, strategy, organization, and culture. Leaders who ignite and sustain an exploration spirit are more likely to succeed than those who rely on past strengths or success formulas to carry them through. Corporate Explorers are at the centre of every story of corporate innovations whose intense curiosity makes them dare to go where others do not. These are leaders capable of closing the gap between knowing what needs to be done to grow new businesses and doing so. Today's book is 20 years in the making. It started when our guest attended an IBM Strategic Leadership Forum at Harvard Business School led by our previous guests in this series, Michael Tushman and Charles O'Reilly III. Our guest had just joined IBM from McKinsey and was assigned as an internal consultant supporting these budding businesses. We are about to hear that story and so much more. It is a pleasure to welcome the author of “The Corporate Explorer: How Corporations Beat Startups at the Innovation Game”, Andrew Binns.
In this episode we talk to the godfather of Ambidexterity, Charles O'Reilly. We talk to him about his new book "Corporate Explorer", which he wrote together with Andrew Binns and Michael Tushman, and about what has changed since writing "Lead and Disrupt". Charles provides insights into why successful companies actually fail and how to shape an environment and culture in which beyond and core initiatives can be managed in parallel. We end this episode as always with our Sentence Completion Exercise and learn from Charles the most valuable tip he also gives to his students at Stanford. Get in touch with Charles: https://www.linkedin.com/in/charles-o-reilly-98a53213/ More about Bosch Innovation Consulting: https://www.linkedin.com/company/bosch-innovation-consulting/ https://www.bosch-innovation-consulting.com/
Andrew Binns is managing director and co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. He is the lead author of the new book Corporate Explorer: How Corporations Beat Startups at the Innovation Game and won the best article award 2020 for his article, with Charles O'Reilly in the California Management Review – "Three Stage of Disruptive Innovation."Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., IBM, and Change Logic. He won an award for his work on the IBM Emerging Business Opportunity program. He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. In this podcast, he shares:What a corporate explorer is and what it takes to become one What companies often get wrong why trying to unlock innovation Why you should think about the value of weaponizing your humility Why you should't accept a lot of money How to look out for silent killers __________________________________________________________________________________________""-Andrew Binns_________________________________________________________________________________________Episode Timeline:00:00—Introducing Andrew + The topic of today's episode1:47—If you really know me, you know that...2:44—What do you believe about the idea that things are never perfect, and there is always room for improvement?4:18—What is your definition of strategy?6:13—What are some key elements for a company to grow organically?7:30—How do corporate explorers work with with balancing the core of a company vs. exploring new options?8:47—What are the characteristics of someone who has the ability to do both core and exploring work?11:22—What does a "corporate explorer" look like? Is there a "type"?13:35—Could you talk more on the idea that corporate explorers "weaponize humility"?15:17—What do you think about the idea of "corporate antibodies," the idea that an explorer has to go outside the company to create something new?17:53—What are the first steps to developing a culture of "corporate explorers"?19:02—How can people continue to learn from you and follow you?__________________________________________________________________________________________Additional Resources: Corporate Explorer Page: https://www.thecorporateexplorer.com/Linkedin: https://www.linkedin.com/in/andrewjmbinnsTwitter: https://twitter.com/AJMBinns
Andrew Binns is managing director and co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. He is the lead author of the new book Corporate Explorer: How Corporations Beat Startups at the Innovation Game and won the best article award 2020 for his article, with Charles O'Reilly in the California Management Review – "Three Stage of Disruptive Innovation."Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., IBM, and Change Logic. He won an award for his work on the IBM Emerging Business Opportunity program. He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. In this podcast, he shares:What a corporate explorer is and what it takes to become one What companies often get wrong why trying to unlock innovation Why you should think about the value of weaponizing your humility Why you should't accept a lot of money How to look out for silent killers __________________________________________________________________________________________""-Andrew Binns_________________________________________________________________________________________Episode Timeline:00:00—Introducing Andrew + The topic of today's episode1:47—If you really know me, you know that...2:44—What do you believe about the idea that things are never perfect, and there is always room for improvement?4:18—What is your definition of strategy?6:13—What are some key elements for a company to grow organically?7:30—How do corporate explorers work with with balancing the core of a company vs. exploring new options?8:47—What are the characteristics of someone who has the ability to do both core and exploring work?11:22—What does a "corporate explorer" look like? Is there a "type"?13:35—Could you talk more on the idea that corporate explorers "weaponize humility"?15:17—What do you think about the idea of "corporate antibodies," the idea that an explorer has to go outside the company to create something new?17:53—What are the first steps to developing a culture of "corporate explorers"?19:02—How can people continue to learn from you and follow you?__________________________________________________________________________________________Additional Resources: Corporate Explorer Page: https://www.thecorporateexplorer.com/Linkedin: https://www.linkedin.com/in/andrewjmbinnsTwitter: https://twitter.com/AJMBinns
In this episode of "Let's Accelerate!" we talk to Andrew Binns about his new book "Corporate Explorer: How Corporations Beat Startups at the Innovation Game". We discuss with him who Corporate Explorers actually are and how they differentiate from "ordinary" entrepreneurs. Andrew shares his experiences on how to encourage people to go for more explorative ideas and on how to successfully drive explorative innovation initiative in corporates. Get in touch with Andrew: https://www.linkedin.com/in/andrewjmbinns/ https://www.thecorporateexplorer.com/ https://changelogic.com/ More about Bosch Innovation Consulting: https://www.linkedin.com/company/bosch-innovation-consulting/ https://www.bosch-innovation-consulting.com/
Corporate explorers are people who use their experience within a corporation to help launch new ventures. The biggest difference between corporate explorers and entrepreneurs is speed. Entrepreneurs tend to focus on creating a great product and growing it organically, whereas corporate explorers tend to focus on finding a market and scaling rapidly. In this episode, we have guest Andy Binns, Director and Co-Founder of Change Logic, LLC Andy talks about how corporate explorers are individuals who build innovative businesses within corporations. He talks about the rise of corporate explorers as one example of how companies are stepping up their efforts to find, nurture, and deploy new technologies. Corporations already own the ideas, resources, and critical talent to create disruptive innovation. But they need a way to bring these innovations to market quickly and efficiently. He also talks about how corporate explorers are an important part of this process because they can help identify promising technologies that might not be obvious or easy to develop on your own "I look at a Corporate Explorer and I see not only somebody who is driving a new business and new business model and new capability but also incubating a culture." Andy Binns Key Takeaways: When you hire a Corporate Explorer you should expect them to bring new ideas into the company, and help change the culture Corporate explorers are people who use their experience within a corporation to help launch new ventures Creativity is the most important skill in today's workplace and creativity is about originality, innovation, and risk taking Corporate explorers can bring their knowledge of how things work in a big company to the table. They understand what resources are available to them, and can leverage those resources to make a successful business. The role of corporate explorers is evolving as companies look to build more strategic partnerships with startups and other external partners, but it's still critical to have them in place. As we move into a new era of innovation, where technology will play a larger role in driving business growth, these corporate explorers will become even more essential. Corporate explorers are the bridge between your company and the startup ecosystem. They help you understand what's happening on the ground, how startups are using emerging technologies, and how they can be applied to your own products or services Explorers don't just look at things from one perspective. They see what others might miss. Explorers think differently about problems. And they take risks. So how do you become an explorer? Start by asking yourself some questions. Are you curious about everything around you? Do you like learning new things? If you answered yes to both of those questions, you're ready to start exploring. You can reach Andy on Linkedin: https://www.linkedin.com/in/andrewjmbinns/ or learn more about the Book: Corporate Explorers: https://www.thecorporateexplorer.com/book For more content like this, subscribe to Mind The Innovation on Apple or Spotify, or wherever you like to listen. you can find Sannah on LinkedIn: https://www.linkedin.com/in/sannahvinding/ or visit this website: https://mindtheinnovation.com Thanks for Listening! #sannahvinding #mindtheinnovation #innovation #leadership #strategy #innovationstrategy #futureofwork #leadershipdevelopment #futureleaders #leadershippodcast #peopleskills #changemanagement #corporateexplorer #startup #communication #problemsolving #peoplecentric #companyculture #professionaldevelopment #podcast #innominders
On this Podcast, Diana Paiva is joined by the director and co-founder of Change Logic and co-author of Corporate Explorer, Andrew Binns. Andrew gives an insight into his new book, Corporate Explorer and the highlights that readers can expect. He talks about the difference between large companies and start-up businesses, and he explained the importance of innovation in companies, even in those that are prospering. He also talks about the reasons companies go bankrupt. The importance of innovation in corporations Andrew Binns Diana is currently interning with Irish Tech News. She graduated from Birkbeck University, with a degree in modern languages and she is currently doing a master's in Journalism at the University of Roehampton. She has an interest in technology, fashion, and the environment. Starting her master's in journalism made her realise that she has a passion to report and write people's stories. After graduation, her main priority is to find a job in communications or public relations. Diana Paiva is active on social media platforms, including Twitter, and LinkedIn. About Andrew Binns Andy works with CEOs, boards, and senior teams as they lead significant business change. He is a co-founder of Change Logic and manages the firm on behalf of the partnership. Andy has twenty-five years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the ‘Emerging Business Opportunity' program, for which he received an award from IBM's Vice-Chairman. Looking forward to speaking with @Ulwick today about Corporate Explorer, my book with Charles O'Reilly and @MichaelTushman Andy Binns (@AJMBinns) May 25, 2022 Change Logic History Change Logic was founded in 2007 by Professors?Michael Tushman ?(Harvard Business School) and Charles O'Reilly ?(Stanford Graduate School of Business),? Andrew Binns?(Managing Principal), and Peter Finkelstein, M.D. (director emeritus). The firm was born from our shared experience helping leaders and organizations adapt to a changing world. We created the firm because we believe we have a unique perspective on what it takes to do this well, one that combines the best in strategic and organizational thinking with an ability to apply it with real people working in businesses around the globe. Our foundational experiences were at IBM, working to build the Emerging Business Opportunity program from 2000-2008 and the IBM Strategic Leadership Forum, an innovative approach to agile strategy formulation. At its core was the Business Leadership Framework (also known as Congruence Model). The firm has grown since its founding, adding Principals?Christine Griffin and Kristin von Donop in 2012. See more podcasts by Diana here
On this Podcast, Diana Paiva is joined by the director and co-founder of Change Logic and co-author of Corporate Explorer, Andrew Binns. Andrew gives an insight into his new book, Corporate Explorer and the highlights that readers can expect. He talks about the difference between large companies and start-up businesses, and he explained the importance of innovation in companies, even in those that are prospering. He also talks about the reasons companies go bankrupt. Diana is currently interning with Irish Tech News. She graduated from Birkbeck University, with a degree in modern languages and she is currently doing a master's in Journalism at the University of Roehampton. She has an interest in technology, fashion, and the environment. Starting her master's in journalism made her realise that she has a passion to report and write people's stories. After graduation, her main priority is to find a job in communications or public relations. Diana Paiva is active on social media platforms, including Twitter, and LinkedIn. About Andrew Binns Andy works with CEOs, boards, and senior teams as they lead significant business change. He is a co-founder of Change Logic and manages the firm on behalf of the partnership. Andy has twenty-five years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the ‘Emerging Business Opportunity' program, for which he received an award from IBM's Vice-Chairman.
In the latest episode of Pages of HR, I am pleased to be joined by Andy Binns, co-founder of Change Logic and award-winning corporate innovation guru. Andy has teamed up with Charles O'Reilly and Michael Tushman on the new guidebook Corporate Explorer: How Corporations Beat Startups at the Innovation Game. Corporate Explorer is a guidebook to the practices that not only can help managers go from idea to action, but also shows how success is possible. Listen in as we discuss who corporate explorers are, how corporate explorers can beat startups at the innovation game, and so much more.
Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM's vice chairman.Andy is a frequent guest speaker and lecturer at companies and business schools. His article, “Three Disciplines of Innovation,” co-authored with Professor Charles O'Reilly, was named Best Article in the California Management Review for 2020. He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is an executive fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development. https://twitter.com/AJMBinnshttps://www.linkedin.com/in/andrewjmbinns/https://www.thecorporateexplorer.com/bookRebel HR is a podcast for HR professionals and leaders of people who are ready to make some disruption in the world of work.We'll be discussing topics that are disruptive to the world of work and talk about new and different ways to approach solving those problems.Follow Rebel HR Podcast at:www.rebelhumanresources.comhttps://twitter.com/rebelhrguyhttps://www.facebook.com/rebelhrpodcastwww.kyleroed.comhttps://www.linkedin.com/in/kyle-roed/Buzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show
“The good corporate explorers puncture the bubble that leadership teams often have around their business that makes them believe it'll continue and continue and continue.” In the early days, innovation was viewed as a game best left to entrepreneurs, but a new breed of corporate executives reverses this logic. Corporate Explorers possess the knowledge, tenacity, and discipline necessary to overcome barriers and launch new initiatives inside even the largest organizations. This week on Be Customer Led with Bill Staikos, we welcome Andrew Binns, co-founder of Change Logic, a Boston-based strategic advising firm. Additionally, he is a co-author of Corporate Explorer and a founding member of The Corporate Explorers Club. Most importantly, Andy is driven by the mission to assist enterprises in unleashing their potential to innovate and delight the globe. [01:31] Background – Andy discusses his background by recounting his transition from marketing to consulting. Also, he mentions what motivated him to write his book. [06:27] Corporate Explorer - Andy explains the concept of corporate explorers and how organizations could empower such individuals. [11:27] Digital Business Transformation - Andy points out how critical it is for an organization to be tech-savvy or forward-thinking and how to ensure that the organization develops the correct attitude internally. [13:47] Three Disciplines - Andy expresses his thoughts on how the client and the workforce contribute to success via the lens of three disciplines: Ideation, Incubate, and Scale. [19:56] Time is Up – Andy highlights how to determine when it is appropriate to transition to the next discipline. [23:39] Success Models – Andy mentions his views about an optimal way to set up business ventures and ensure their success. [29:15] Change Agent - Andy explains why he considers the corporate Explorer a pioneer in innovation and transformation. [33:16] Productive Tension – Andy defines productive tension and outlines how corporate explorers create and maintain it. [39:27] Role Models - Andy shares where he finds inspiration and who he admires. Resources: Connect with Andy: LinkedIn: https://www.linkedin.com/in/andrewjmbinns/ (linkedin.com/in/andrewjmbinns/) Mentioned in the podcast: Corporate Explorer: How Corporations Beat Entrepreneurs at the Innovation Game: https://www.goodreads.com/book/show/58398731-corporate-explorer?from_search=true&from_srp=true&qid=VZ44lkuwjG&rank=1 (goodreads.com/book/show/58398731-corporate-explorer?from_search=true&from_srp=true&qid=VZ44lkuwjG&rank=1) Reimagining Capitalism in a World on Fire: https://www.goodreads.com/book/show/44064568-reimagining-capitalism-in-a-world-on-fire?from_search=true&from_srp=true&qid=efRAVEPXq3&rank=1 (goodreads.com/book/show/44064568-reimagining-capitalism-in-a-world-on-fire?from_search=true&from_srp=true&qid=efRAVEPXq3&rank=1)
Andy Binns, is the co-founder of Change Logic, a Boston-based strategic advisory firm. More about our guest:Andy works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. He has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM's vice chairman.------------------------------------------------Episode Guide:1:25 - What Is Innovation4:34 - Atlanta Opera Company: Approach to innovation5:48 - Japanese Firm: Approach to innovation7:19 - Adoption and Adoption Chains: Pfizer and inhalable insulin11:24 - Book: Corporate Explorer13:03 - Risk and Resilience14:33 - Silent Killers of Exploration14:55 - Silent Killer: Risk Aversion16:48 - Why "what isn't innovation?"17:23 - Stanford, Harvard, Corporations, and Research18:16 - The 3 Classic Errors21:44 - $10 billion companies: Pampers22:09 - Google and Microsoft23:08 - LexisNexis24:03 - Uniqa (European Insurance Company) and Shared Risk25:45 - Corporate Explorers' Compensation Models and Reputation Risks30:15 - Silent Killer: Professional Identity32:22 - Advice for Innovators-------------------------Resources Mentioned: Companies mentioned: Microsoft 365 LexisNexisGE DigitalUniqaHavasVictors and SpoilsDeloitteAtlanta Opera CompanyBooks Mentioned:Corporate Explorer: How Corporations Beat Startups at the Innovation Game by: Andrew Binns buy it HEREAuthors Mentioned:Ron Adner (Tuck Business School)related works: The Wide Lens: What Successful Innovators See That Others Miss--------------------------OUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management.
Innovation is often seen as the realm of startups, and corporate innovation is not something that rolls off the tongue very easily. Andrew Binns knows this shouldn't necessarily be the case. His book, Corporate Explorer, explains how managers can lead innovation from inside large corporations. Joining Alicia Dunams on the show, he explains how corporations can leverage their key strengths to beat innovative startups at their own game. Key to this is the concept of the “corporate explorer,” which combines the best qualities of the startup entrepreneur and the corporate manager to create a new kind of leader that has the ability to drive change and experimentation in a seemingly monolithic corporate environment. Join in and learn more about this interesting concept that might just redefine corporate leadership as we know it.Love the show? Subscribe, rate, review, and share! http://aliciadunams.com/
Peggy and Andy Binns, cofounder, Change Logic, and author of the book Corporate Explorer, talk about how to spark innovation in the next generation. He explains why large corporations are in a good place for innovation, explaining that it is because they have assets that startups might lack to get to the innovation destination faster. They also discuss: How Netflix managed to go from DVDs by mail to streaming and how it ideated, incubated, and scaled innovations. How to give corporate explorers a license to explore and be innovative. The people who stand out and how they see a problem in the world they want to solve. thecorporateexplorer.com (4/19/22 - 767) IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, blockchain, 5G, cloud, sustainability, future of work, podcast, Andy Binns, Change Logic This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Peggy and Andy Binns, cofounder, Change Logic, and author of the book Corporate Explorer, talk about how to spark innovation in the next generation. He explains why large corporations are in a good place for innovation, explaining that it is because they have assets that startups might lack to get to the innovation destination faster. They also discuss: How Netflix managed to go from DVDs by mail to streaming and how it ideated, incubated, and scaled innovations. How to give corporate explorers a license to explore and be innovative. The people who stand out and how they see a problem in the world they want to solve. thecorporateexplorer.com (4/19/22 - 767) IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, blockchain, 5G, cloud, sustainability, future of work, podcast, Andy Binns, Change Logic This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Joining the podcast today is Andy Binns, co-author of the book Corporate Explorer. This book and Andy's perspective goes against much of what we have learned as the right way to retain talent. What Andy brings to the table today is how to develop an entrepreneurial mindset to large corporate organizations. In his experience, large organizations are great to incubate and nurture this entrepreneurial attitude and skill set. Why is this important and why aren't more organizations implementing this?
Joining the podcast today is Andy Binns, co-author of the book Corporate Explorer. This book and Andy's perspective goes against much of what we have learned as the right way to retain talent. What Andy brings to the table today is how to develop an entrepreneurial mindset to large corporate organizations. In his experience, large organizations are great to incubate and nurture this entrepreneurial attitude and skill set. Why is this important and why aren't more organizations implementing this? In addition, Andy and I discuss the challenges this current generation of talent is experiencing and what organizations can do to manage constant change. Developing an environment to retain people longer is different than it used to be and in this episode, you'll discover that it is entirely different than you might think. This topic is very timely in the current climate that we are in and I know you will find great value in Andy's perspective. His book Corporate Explorer is highly recommended. Enjoy listening to this conversation! What We Talked About in This Episode: Andy's Background and Experience Corporate Life and Entrepreneurship Can Go Together What is a Corporate Explorer? Large Companies Have Opportunities for Innovation What Companies Do to Foster Entrepreneurial Culture The Type of Culture for this Approach to Exist Cultural Incubators Within the Company Examples of Large Organizations That Use This Model Current Challenges in Business and Startups Things to Master and Managing Change Common Challenges for the Corporate Explorer Andy's Book Recommendations and Daily Rituals About Our Guest: Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM's vice chairman. Andy is a frequent guest speaker and lecturer at companies and business schools. His article, “Three Disciplines of Innovation,” co-authored with Professor Charles O'Reilly, was named Best Article in the California Management Review for 2020. He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is an executive fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development. Connect with Andy Binns: https://thecorporateexplorer.com/ Connect with John Murphy: LinkedIn Twitter YouTube Facebook If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Thanks for tuning in!
On this week's episode of Inside Outside Innovation, we sit down with Andy Binns, Coauthor of the new book, Corporate Explorer. Andy and I talk about the innovation imperative facing corporations today. And what they can do to foster an entrepreneurial environment, to create corporate explorers within their companies. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Andy Binns, Coauthor of Corporate ExplorerBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today, we have Andy Binns. Andy is the Cofounder of ChangeLogic and coauthor of a new book called Corporate Explorer: How Corporations Beat Startups at the Innovation Game. Welcome to the show, Andy.Andy Binns: Hey Brian, thanks very much for the invitation. I'm delighted to be here. Brian Ardinger: I'm excited to have you on the show. You have been in this innovation space for a while with McKinsey and IBM. Now you have a new book called corporate Explorer, which is exploring a lot of topics that I think are near and dear to the heart of a lot of our listeners is how can we, as corporations, become better at this whole innovation stuff? Why is innovation becoming so important for corporations to figure out?Andy Binns: That is really actually the point isn't it. And we try to open the book Corporate Explorer by saying, look, a lot of what we're talking about is really old. And it's been around forever, right? And even the notion of a corporate explorer didn't turn up in the last few years. You know, one of the earliest ones that I know of is the creation of the ATM machine. The ATM machine, Della Ru a UK based currency printer literally has the license to print money. And it's like, well, surely people want to access this differently. And this guy comes up with the notion of the ATM machine somewhere in, Surry in south of London, with Barclays Bank in the 1960s. And this was a 300-year-old corporation. This can be done by corporations, but to your point, it's got more important. And it's got more important because we know that digital is there. And transforming not only a business, but an industry. You cannot safely set within automotive and say, all those guys over in consumer devices no longer have anything to do with us. That's true there, but it's there in a dozen other industries you care to name. And so, this notion of disruption that Clay Christiansen taught us all about. It's kind of like it's present. We don't dispute it. And we certainly don't dispute it after the last two years we've had. This high degree of uncertainty is present.And so, a lot of corporations, even those who are doing really well today, I think see that the dynamics of their industry are changing at such a pace that they can't ignore a bunch of different innovations. Either because they want new revenue streams and or they need new capability. Both of these stories are going on.Brian Ardinger: Yeah, they're being forced to. It's kind of spot on. We've got technology advancements that are coming on. We've got new changes in marketplaces. We've got a pandemic. All these things are colliding at once requiring companies to think and act to move faster than they've ever had before. And yet, we still find example after example of companies that are struggling with this. And overcoming obstacles that you would think that they'd be able to overcome. Because they have quite a few advantages from a corporate perspective.Andy Binns: Absolutely. And that's why corporate innovations beat startups at the innovation game. Now they don't beat them every time. They may not even beat them half the time. But they do. And the point about assets is exactly why they do that. Right. It's when you can leverage brands customer access, technical capabilities, whatever it might be, then that's, what's going to bring you success.Brian Ardinger: So, let's dig into that a little bit more. What are the key advantages that corporations maybe aren't recognizing or aren't using to the fullest extent when they are wanting to do more innovation initiatives? Andy Binns: One of the stories we tell in Corporate Explorer is that analog devices, a really strong technology innovation company, electrical engineers. Running around making phenomenal semiconductors. Worrying about the speeds and feeds of that circuits. And then they start to observe a change in the world, particularly the industrial markets where there's this opportunity to connect their sensors, accelerometers, and various other ones to the cloud. And to use analytics, to observe the functioning of the machine.Right. It's a great space, a lot of startups are active in. And they build this product line around condition-based monitoring. They make some acquisitions to build it out so they can do acoustic sensing as well as motion and all the rest of it. But if you're a startup and you go into, tell the same solution. No one's ever heard of you. You go into Analog Devices, you're 60 years old, and your brand is based on never retiring a product and always meeting your supply commitments. But totally different conversation. The market access is a real opportunity in many cases for these corporations. And also, they can access customers in different ways because they matter as a supplier to a bunch of automotive industry clients or whatever it might be. So, I think that's a big area. The other area is sort of some of the permission to play. So, another case that we give in Corporate Explorer is of the insurance company, Unica in Austria, where they move into sort of a digital insurance product. And again, they already have the actuaries. They can already design the insurance product. They already have the licenses from the relevant European authorities to sell insurance. So again, they can just move that a little bit faster when they are using these assets to make things happen. Brian Ardinger: So, having said that corporations still aren't necessarily good at innovation. They stumble on the fact that a lot of times they get focused on executing and optimizing their existing business model. For fear of messing up that apple cart, they don't necessarily take the next steps and that. How do you create that culture of innovation such that they are willing to take risks and leverage those advantages they do have? Andy Binns: We talk in the book about these being the silent killers of exploration. A term we borrowed from Mike Beer and the silent killers is that actually there isn't a deliberate agenda to stop innovators. Right? Sometimes it feels that way, but it's rarely the case. Mostly they're on autopilot. They're on autopilot because they're focused on the short term. They wanted to eliminate risk to the degree that that's possible. They want to preserve the way they think business should be done. Right. Which is that power of sort of professional skills and identity, which has such an influence on corporations.And so, I think what they need to do is to learn. It's a learning agenda for them. And I think we are those teachers. You are that teacher, the listeners on the podcast are their teachers. And what they've got to learn about is experimentation. Moving into small increments. Rather than spending a lot that needs to spend little amounts. So that they are in a position to find out where the markets are and where the opportunities lie.I think that they need to trust their Corporate Explorers. Get off this notion that importing people who've been in a series of failed startups, that they're going to know how to get this done. It's very disrespectful for all the many people who've done fabulous work in startups, and then moved to corporations. Done spectacularly well. But why would you trust them? They failed, right? The point is that inside the company, there are Explorers, and you need to give them the space, the license. We need to talk about what license means to make that happen. And then finally, the Corporate Explorers themselves need to see themselves not simply as innovators, but also as leaders of change. Too many innovators or potential Corporate Explorers in corporations go hide their project and try to get on with it without getting too much interference. And what they need to do is build a movement behind what they're doing. They need to win allies. They need to win advocates. They need to figure out how to get that movement going behind what they're doing, so that when they hit roadblocks, which we know they always will. They have people who are willing to support them and explain what it means, why this is learning. Not failure. If I had a criticism of our colleagues in that function in organizations is that sometimes they miss that change, that human social building this network inside the company toolkit. Which is actually one of those big things that's critical to success. Brian Ardinger: So, let's dig into the book a little bit. This idea of a Corporate Explorer. Can an average person within a company become a Corporate Explorer? Is there a certain skillset or knowledge or our mindset that's required? Talk a little bit about what it means to be a Corporate Explorer and tasks behind that. Andy Binns: To a large degree, the Corporate Explorer is exactly the Samsung Entrepreneur. They see a problem in the world. They want to solve. They're dissatisfied with something that's happening. We tell the story of Sara Carvalho at Bosch. That Sara is out hiking through the Andes, the lovely sounding image, right. And she gets home to the home of the people who are hosting her. And she says, I want to take a hot shower. Well, they don't have hot water in Peru. That's not something. Essentially then sets about how do we use Bosch's technology to create a solution to providing hot water.It could be Sara and these other examples I gave the same. We've told the story of Balaji Bondili at Deloitte. He gets involved in the tsunami relief in Asia. And he sees the power of the crowd. He's ah, the power of the crowd. This is something that could transform consulting. And like 10 years later, he gets into it right. So there's this passion behind something in the world you think you can fix. And some way you think you might be able to do something about. And that's true in entrepreneurs and in Corporate Explorers, the same. What's different is this social ability. The corporate explorers that succeed, are those that firstly can articulate a case in wagon gets attention. They're really good storytellers. They can bring the possibility and opportunity of what they're proposing to attention. And they do so not because they say, oh, we can just get a little bit better. Yeah. If you back me, it will be, yeah. There's a small piece of revenue that I can build. Know they've got ambition. They said this is transformative. And the thing is that that actually gets more senior attention than the safe I can do a little bit better. Because it starts to hit the scale of what a senior manager is interested in. So, they do that really well. And then they build out this network of support around that idea so that they're able to then execute it and sustain it.That's the piece of differences, is this great ambition and storytelling, combined with the social network. So that their building. And I'll tell you, there's another thing, Brian, I've learned as I've met these people. I hope it comes out in the book as we tell the stories, is that they're humble. They don't mind if other people make them successful.You go around Vienna, and my great friends at UNIQA Insurance. And there are a dozen people who think they help make Krisztian Kurtisz successful at building this digital community insurance product Cherrisk. And he just has a way of making other people feel they played a role that also is something, again, I think different from an Elon Musk that defines the great Corporate Explorer. It sort of takes a community of leaders around it, not just those involved in the project, or the venture themselves. But also, the people who are going to be actively engaged in supporting Brian Ardinger: If I'm in a corporation and I'm trying to understand, and maybe even find the Corporate Explorers within my own walls and that I can nurture and build that. Are there particular techniques or things that you've seen to help identify those Corporate Explorers within your company? And then what number of Corporate Explorers do you really need to have an impact? Andy Binns: I think this is sort of the proactive and reactive if you will. Right. And the reactive model is simply, are you listening? Are you actually looking out for them? I'll tell you one of the most successful Corporate Explorers we talk about in the book is Jim Peck at LexisNexis, right?He built a multibillion-dollar business in 10 years, inside and existing corporation, which does legal and news information. He builds this big data risk analytics business. And Jim saw the insight. He had the idea. He proposed, nobody gave him the responsibility. That this incidentally is true of Krisztian and UNIQA Insurance.Nobody gave him, here go build me a billion-dollar business. He proposed it. So, there's a reactive side. Now are you listening. Are you ready to cope with that? Ideally, do you have an ambition. A sort of strategic ambition that says, this is what we want to do, so that if I'm Jim or Krisztian in the business, I feel I have a license to propose those ideas.One of the great examples is MasterCard. And they had this ambition to wage a war on cash. That's actually a really empowering thing. That tells me I've got to find ways of converting this big number, like that point 85% of transactions on cash to digital. I know wow, those are the ideas, that's how I evaluate success, right?That reactive piece. And that inspired. The proactive thing is go looking for them. And I think there your best bet is some sort of participative competitive approach where you're focused on solving customer problems. What are the top 10 customer problems you want to solve in the world? And invite people to come up with ideas.And we can talk more about this. I think there's a problem in corporations of too much idea creation. But I think the, hey, how can we solve these customer problems? How can we add more value to different customer groups? What places are there, where there are customer groups we've identified that may have problems we can grow into. That kind of thing is a great place to encourage people to participate and then step forward with their idea.And then don't spend too much on any one idea. Startups run through scarcity and so should corporate ventures. They should be, they should be begging for cash. As corporations, in some cases are, they worried much more, particularly in Europe I find, they worry much more about the size of their office. And how big the team is that they can hire. And all this kind of stuff. Which is complete nonsense in comparison to have you validated the idea. Have you done enough to prove out whether that's a really a market for it or not?Brian Ardinger: Following on the incentives conversation, a lot of times we think, I mean, you mentioned there's a lot of intrinsic incentives that seem to be in play for the Corporate Explorers that actually have success within that. How does a company think about incentivizing folks to raise their hand and say, hey, I want to be an entrepreneur within the walls or, or I want to take my ideas forward? Are there things that seem to work better than others?Andy Binns: It's a pretty complex area for sure. And there's a view out there, I think that what we need to do in corporations is in some way mirror the rewards of the, of a startup. So, Intel had this approach. Potentially ended after we published the book. And they said, okay, go and build a venture. We'll give you what you need.And if it reaches an external valuation of a billion dollars, we'll give you 10 million or a business unit, will buy it out for 10 million. It didn't work. And it didn't work, also if you think about it, it introduces a perverse incentive to spin out the venture outside of the corporation. So, you don't get the value from it because you're going to get far more on the open market than you are in the corporation.That's great for the individual Corporate Explorer or entrepreneurs. It's lousy for the corporation. It's a flawed notion of incentives. And most of the people I've mentioned, who've done this successfully, are ones who actually have received very little additional compensation. Now that doesn't mean that they haven't done very well for themselves. Because this is a great way to prove your career. To prove that you're a CEO.Jim Peck ended up being CEO, not only of LexisNexis Risk, but also of two further corporations. He's now CEO Nielsen IQ Market Research Fund, and Krisztian's career has blossomed. Others have blossomed. There are real opportunities. It's just not the same as an entrepreneur. And so, I think what we need to do is. The issue is less about what we pay them, and it's more about the environment we create. That accepts that explore businesses are different than the core business. That how you evaluate them, how you manage the fact that there are high degrees of uncertainty around how fast they'll generate a return, that's the point. And if you make it so that that's accepted and understood and well-managed, then your corporate explorers will emerge. If you make it, oh, you've got a great idea. I want to see a five-year cash projection on how you're going to deliver the same margin as the core business, then you going to throw them out, right? You're going to eject them over time. That's really the area of incentive that I think we should focus on much more than the individual payment.Brian Ardinger: So, my question I want to ask about is how do you know if you're making progress? How do you know if your corporation is getting more innovative? What are some key measurements or ways to know if you're making progress? Andy Binns: You know, I think that it is for me about how many revenue generating businesses have you created. Again, there are some who would say, this is about how many billion-dollar external valuations. This is nonsense. I know the valuations matter. If I had a billion-dollar corporation and I was selling it, putting in my money in my pocket, I'd be delighted. Many people would. Of course. But that's not what corporate life is about. It's something else. And so, you've got to understand that that you're fulfilling different objectives. So, I want to see that I've got revenue generating businesses that in the markets I define on winning, we talk a lot about how, if you're going down this path of creating new businesses, you want to have a really clear ambition. Like this way to wage a war on cash.And then you want to know what are the hunting zones you're going to play in. In order to achieve it. So, I want to know how many ventures have I got in my hunting zones? And how many of those are on track towards the kind of revenue goals that I have for them or the kind of milestones that I need in order to get that? Because it's all about ideating, incubating, and scaling ventures. That's success, you know, activity is not success. And so, I want to ultimately see that happen. Brian Ardinger: And knowing that you can't bet on the winners at the very beginning. You have to have a portfolio of ideas that are coming through at all times. So that you can see the progress with evidence and, and, bet on the ones that are moving forward. Andy Binns: Absolutely. And this whole area of portfolio managing your innovation is something that I think is critical. One of my colleagues Noel Sobleman talks a lot about this. And I think he's on the money. Brian Ardinger: So last topic I want to talk about is we are in this great resignation. And this area where people are moving around and trying different things, and the world has completely changed. What are your thoughts when it comes to retention or hiring of innovators? And these corporate explorers? Andy Binns: I think it's a tough moment for corporations. One where they should be fairly concerned that they're going to lose their best talent. Because if you look at the stats, what goes side by side with great resignation is a record number of new business formations in the U.S. Some of those are going to set up coffee shops, coffee roasters, breweries, distilleries. People who are enjoying themselves, doing something different from corporate life.But there's a large number which are people seeking to realize their entrepreneurial ambition. And so, if I'm a manager in a corporate business or senior executive, and I'm seeing this happen, I should be asking myself, why am I losing my most entrepreneurial talent when I could be using that to sponsor growth in my business.That's where I think that needs it. So, all of the stuff we've talked about, about creating the license to explore. Giving them customer problems, to solve. Investing small amounts and making things happen, and then scaling the ones that work. I think that actually is a key part. It's not the whole answer to this story of, of the great resignation, but it's a piece of it.And it also is about, you know, people want a future. They want to believe in something. They want a why. And doing new stuff, demonstrating like in sustainability. Is one of the interesting things is that most of the ideas, you know, we do a little bit work with Wazoku is one of the idea management platforms. And Simon Hill told me that more than half of the ideas on the Wazoku platform across all of their client base has to do with sustainability right now.And people want to see you're making progress on something like. And that's a story of innovation. How can you scale that to a level that actually has business impact? And I think again, that creates purpose, commitment, a sense of being a part of something that matters. Again, a key level of the innovation component.Brian Ardinger: Like you said, it's really never been a better time to tap into new and exciting projects. There are far more problems out there that people need solved. And they're constantly changing. So, you're in a good spot, if you, again, encourage folks to raise their hand and find those problems and have the ability to solve them. Andy Binns: Yeah. I think that's exactly right, Brian. Yeah. Very well said. For More InformationBrian Ardinger: So, Andy, I want to thank you for coming on Inside Outside Innovation. If people want to find out more about yourself or about the book Corporate Explorer, what's the best way to do that? Andy Binns: Yeah, you could go to thecorporateexplorer.com or changelogic.com and learn about us. Learn about our research. I've written this book with two professors. Mike Tushman from Harvard. Charles O'Reilly from Stanford. They've also written some other books on the topic. Lead and Disrupt in its second edition, is another excellent text to dig into this whole area of how corporations can win and do win at innovation. Brian Ardinger: Excellent. Well, Andy, thanks again for coming on Inside Outside Innovation. Really appreciate your time. Really appreciate your insights and look forward to continuing the conversation in the years to come. Andy Binns: Likewise. Thanks Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database. We use Amazon Affiliate links for books and Descript Affiliate for transcripts.
Andy Binns is our brilliant guest on Author's Corner riffing about his book Corporate Explorer: How Corporations Beat Startups at the Innovation Game. Co-written with Charles O'Reilly and Michael Tushman, this book uncovers workplace rebels with explorer instincts. These are your whip-smart employees with a burning entrepreneurial flame that blazes. Learn how to lead and collaborate from this insightful show.
Andrew Binns and Charles O'Reilly are co-founders of Change Logic, a Boston-based strategic advisory firm. Charles is a Professor at the Stanford Graduate School of Business and author of multiple other books on business management. They partnered with Michael Tushman, Professor at Harvard Business School, to coalesce their decades of collective experience in innovation and corporate transformation to create the Corporate Explorer: How Corporations can Beat Startups at the Innovation Game. In a conversation with Martin Reeves, Chairman of the BCG Henderson Institute, Andy and Charles discuss insights from the new book. While large corporations have relationships, assets, and capabilities to leverage at an advantage over startups, they must overcome impediments to innovation such as bureaucracy, a bend towards efficiency, and risk aversion. The book serves as a philosophical and tactical playbook to help large established corporations overcome these obstacles through all three stages of innovation: from ideation, and incubation, to scaling. The authors aim to encourage more managers to follow the path to become a Corporate Explorer and for more senior leadership teams to give them the strategic, financial, and organizational support they need. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.
Andy Binns and his company Change Logic love innovation, disruption and the ways companies and leaders think differently. Tomer Zvulun asks him about his work, his view on Steve Jobs and other visionaries, and his upcoming book. Binns' upcoming book, Corporate Explorer: how corporations beat startups at the innovation game, is a guide book for managers and executives seeking to build new businesses inside existing organizations. It was co-written with last week's Business of Opera podcast guest, Dr. Michael Tushman. Book website is: https://thecorporateexplorer.com/
Michael Tushman is a Baker Foundation Professor, Paul R Lawrence Professor Emeritus, and faculty chair of the Advanced Management Program (AMP) at Harvard Business School. He is also a founding director of Change Logic, a Boston-based strategic advisory firm. Michael is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. Mike is an active business consultant and educator, working with CEOs and senior teams around the world. Mike leads several Harvard Business School's premier learning opportunities for executives. In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for the Professional Leadership Development Program. He also teaches on the Business Analytics Program, HBS's first online only program. Mike's publications include Lead and Disrupt, Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change, both with Charles O'Reilly; and Corporate Explorer: how corporates beat startups at the innovation game with Andy Binns. In this podcast he shares: How to structure a company so it can simultaneously exploit your current business and explore new businesses The definition of an ambidextrous organizationWhy it's so critical that you think about your firm's “identity” and purpose And why the greatest barrier to your ability to innovate may be dealing with “identity threats” __________________________________________________________________________________________"My experience with ambidexterity is the structure is pretty trivial. You just put the past in the future. Oftentimes the reason that ambidextrous structures fail is that the senior team cannot deal with the paradox and tensions and contradictions associated with both exploiting and exploring simultaneously. So I would beg the strategy types in the room to help your colleagues attend to inconsistent strategies simultaneously in service of the overarching identity and help their colleagues deal with tension in the room is that is not there exploit always kills, explore."-Michael Tushman__________________________________________________________________________________________Episode Timeline:00:00—Introducing Michael Tushman + The topic of today's episode2:38—If you really know me, you know that...2:01—What is your definition of strategy?4:50—What are you most well-known for?7:25—Could you explain to us the concept of an ambidextrous organization?10:15—How do you find leaders that can manage the tension between exploit and explore?15:40—Could you explain how explore companies differ in how they shape the context and rules?16:50—Could you explain a little more about this identity conflict that companies experience?19:18—What are you working on now and how should people connect with you?__________________________________________________________________________________________Additional Resources:Faculty Page at HBS: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6584LinkedIn: https://www.linkedin.com/in/michael-tushman-b356a57/Most recent book: https://hbswk.hbs.edu/item/is-company-failure-inevitable
Michael Tushman is a Baker Foundation Professor, Paul R Lawrence Professor Emeritus, and faculty chair of the Advanced Management Program (AMP) at Harvard Business School. He is also a founding director of Change Logic, a Boston-based strategic advisory firm. Michael is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. Mike is an active business consultant and educator, working with CEOs and senior teams around the world. Mike leads several Harvard Business School's premier learning opportunities for executives. In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for the Professional Leadership Development Program. He also teaches on the Business Analytics Program, HBS's first online only program. Mike's publications include Lead and Disrupt, Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change, both with Charles O'Reilly; and Corporate Explorer: how corporates beat startups at the innovation game with Andy Binns. In this podcast he shares: How to structure a company so it can simultaneously exploit your current business and explore new businesses The definition of an ambidextrous organizationWhy it's so critical that you think about your firm's “identity” and purpose And why the greatest barrier to your ability to innovate may be dealing with “identity threats” __________________________________________________________________________________________"My experience with ambidexterity is the structure is pretty trivial. You just put the past in the future. Oftentimes the reason that ambidextrous structures fail is that the senior team cannot deal with the paradox and tensions and contradictions associated with both exploiting and exploring simultaneously. So I would beg the strategy types in the room to help your colleagues attend to inconsistent strategies simultaneously in service of the overarching identity and help their colleagues deal with tension in the room is that is not there exploit always kills, explore."-Michael Tushman__________________________________________________________________________________________Episode Timeline:00:00—Introducing Michael Tushman + The topic of today's episode2:38—If you really know me, you know that...2:01—What is your definition of strategy?4:50—What are you most well-known for?7:25—Could you explain to us the concept of an ambidextrous organization?10:15—How do you find leaders that can manage the tension between exploit and explore?15:40—Could you explain how explore companies differ in how they shape the context and rules?16:50—Could you explain a little more about this identity conflict that companies experience?19:18—What are you working on now and how should people connect with you?__________________________________________________________________________________________Additional Resources:Faculty Page at HBS: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6584LinkedIn: https://www.linkedin.com/in/michael-tushman-b356a57/Most recent book: https://hbswk.hbs.edu/item/is-company-failure-inevitable
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