Podcasts about corporate startup

Michael Mollath ist Geschäftsführer bei IDS Online, einem Corporate Startup der IDS - die Weltleitmesse für die Dentalbranche.Aber was hat jetzt die Dentalbranchen mit Bubble, Make und Co. zu tun? Diese Frage beantwortet uns Michael. Er hat seine Leidenschaft für No-Code vor gar nicht allzu langer Zeit entdeckt. Doch was diese neue Begeisterung in kürzester Zeit für eine Wirkung haben sollte, hätte er selbst nicht gedacht.Heute ist Michael felsenfest davon Überzeugt, dass jedes Unternehmen in jeder Branche mit No-Code ihre Innovation vorantreiben kann, wenn sie es nur zulassen.Links zur Folge:Tool der Woche - Airdev Canvas: https://build.airdev.co/canvasMichael's LinkedIn: https://www.linkedin.com/in/michaelmollath/IDS Online: https://ids.online//// Gefällt dir unser VisualMakers Content? Werde selbst zum VisualMaker mit einem unserer vielen kostenlosen Kurse. Starte jetzt durch und werde No-Code Profi: https://www.visualmakers.de/academy/// Werde Teil der größten deutschsprachigen No-Code Community: Slack: https://bit.ly/vm-slack/// Folge uns aufLinkedIn: https://bit.ly/3SfL6oOYoutube: https://bit.ly/3OF5jBjInstagram: https://bit.ly/3cMYH6N///Jetzt Newsletter abonnieren und keine No-Code News mehr verpassen!https://bit.ly/3cMYNeF

Solarenergie boomt, aber es ist noch nicht genug: In Österreich wurden bisher etwa 30 Prozent der bis 2030 benötigten PV-Leistung installiert. Diese ist wichtig, um die Klimaziele zu schaffen. Mittendrin in dem Sektor ist HalloSonne, dass Corporate Startup des Energieriesen Verbund, das sich auf Photovoltaik und allem, was dazu gehört, spezialisiert hat. Und um darüber zu sprechen, begrüßen wir heute Marco Vitula, Co-Geschäftsführer von VERBUND Energy4Customers und unter anderem auch für HALLOSONNE, das Corporate-Startup des Verbund zuständig, im Podcast. Wenn dir diese Folge gefallen hat, lass uns doch vier, fünf Sterne als Bewertung da und folge dem Podcast auf Spotify, Apple Music und Co. Für Anregungen, Kritik, Feedback oder Wünsche zu künftigen Gästen schick uns jederzeit gerne eine Mail an ⁠⁠feedback@trendingtopics.at⁠⁠.

Ich spreche mit Phil Lojacono, einem vielseitigen Unternehmer, der beeindruckende Erfahrungen von seiner Zeit bei Google über die Gründung eines erfolgreichen Startups bis hin zu einem Corporate Startup gesammelt hat. Phil teilt seine bewegte Reise und die zahlreichen Learnings, die er auf dem Weg gemacht hat. Phil begann seine unternehmerische Karriere 2014 während seines Masters, als er zusammen mit zwei Mitgründern eine Plattform für Zahlungsfristenüberbrückung im Finanzbereich entwickelte. Das Startup wuchs schnell, expandierte nach Deutschland und erhielt erhebliche Venture-Capital-Finanzierung. Ein grosser Rückschlag kam, als ihr grösster Kunde sich als Betrüger entpuppte, was zu massiven Verlusten und einer drastischen Reduktion des Teams führte. Trotz dieser Herausforderung schaffte es das Team, das Unternehmen zu stabilisieren und schliesslich zu verkaufen.

Wie hoch darf der Anteil eines strategischen Investors in einem Startup sein, damit VCs noch bereit sind zu investieren? Was wird über die Produktstrategie von Apple geleaked? An welchem klassischen Gesellschaftsspiel wäre dieser Podcast fast zerbrochen? Machen wir uns Sorgen um den US Konsumenten? Werbung: Melde dich auf LIQID.de/dg zu dem „Chancen und Risiken der US-Wahlen für euer Portfolio“ Webinar am 15. August um 19 Uhr an. Philipp Glöckler und Philipp Klöckner sprechen heute über: (00:00:00) Monopoly (00:09:30) Corporate Startup Spinout  (00:18:30) Produktstrategie Apple (00:22:00) Google Apple Deal (00:26:15) OpenAI Webcam Investment (00:30:15) Elon & Trump (00:43:20) Monday Earnings (00:50:20) HomeToGo Earnings Shownotes: Snoop Dog: Youtube Trump Fact Check: CNN Mark Gurman: X OpenAI Webcam: The Information Trump Google: X US Consumer: Bloomberg

Can startups truly innovate by partnering with corporate giants, or as Dr. Shameen Prashantham puts it, “dancing with gorillas”? In this episode, Dr. Prashantham, professor of International Business & Strategy at the China Europe International Business School, joins Alex Raymond to share his research on corporate-startup partnerships. They explore how these collaborations have evolved, emphasizing the shift towards equity-based models and the critical role of non-equity partnerships in fostering innovation.   Dr. Prashantham stresses the importance of startups balancing optimism and caution when engaging with large companies. He advises focusing on core expertise and being strategic about revealing information to maintain leverage. Success stories like Techstars-backed Sphero's partnership with Disney to create the BB-8 droid and Microsoft's rise in the startup ecosystem illustrate the power of these collaborations.   The episode also delves into the democratization of partnerships, highlighting sustainability and positive impact initiatives. Dr. Prashantham underscores the necessity of complex arrangements involving city governments, NGOs, and United Nations agencies to tackle societal challenges. He showcases how startups can drive meaningful outcomes through innovative solutions, leveraging their unique strengths to create a global positive impact.   Quotes “Essentially, the insight was that you could bring together managers from big companies and entrepreneurs from startups to achieve something beyond what either could do on their own. Having studied many companies in different parts of the world and different industries, I realized that, knowingly or unknowingly, they were addressing what I call the paradox of asymmetry. On one hand, you have a potential win-win situation between these two different sets of companies, each having something the other lacks. Startups, for example, have agility, while big companies have scale.” (09:51 | Dr. Shameen Prashantham)  “The big advantage of working with a large company is leveraging economies of scope to build partnerships across different units and regions. By being proactive and seeking introductions, startups can gain champions within the corporation. Many have benefited, but it's crucial to keep future options open.” (27:54 | Dr. Shameen Prashantham)  “For me, the idea that very different, asymmetric actors and nontraditional partners can come together is key. In terms of startups, particularly those leveraging digital technology, this is making a huge difference in many areas, helping people who are not privileged enough to have access to real-time information.” (39:26 | Dr. Shameen Prashantham)   Links Connect with Dr. Shameen Prashantham: Book: https://www.gorillascandance.com/   Connect with Alex Raymond: LinkedIn: https://www.linkedin.com/in/afraymond/ Website: https://consciousentrepreneur.us/ HiveCast.fm is a proud sponsor of The Conscious Entrepreneur Podcast. Podcast production and show notes provided by HiveCast.fm

At our 2024 Rogue Women event earlier this spring, Danielle Cohn, Founding Partner and CEO of The Wave Ventures, hosted a panel discussion with executives from corporate companies. The panel included Limor Schafman, Director of Operations and Programs at LG NOVA, a division of LG Electronics that collaborates with startups to develop businesses; Lizzie Naylor, Global Platform Manager for Start Path, Mastercard's acclaimed startup engagement program; and our own Shira Averbuch, Vice President of Innovation and Partnerships at VentureFuel. Find out how these executives are partnering enterprise organizations with startups to drive growth and create new markets, together.

Esther Gons is the CEO and co-founder of GroundControl, a software platform that specializes in measuring and de-risking innovation. GroundControl has worked with companies like Colgate/Palmolive, Euler Hermes, DHL, Enexis, and ABN Amro. Esther's expertise extends beyond her role at GroundControl. She is also the co-author of the award-winning book, Innovation Accounting, which offers practical guidance on measuring a company's innovation ecosystem. She co-authored another influential book, The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems. Her expertise and thought leadership has made her an in-demand international speaker, sharing insights on various topics including corporate innovation, innovation accounting, entrepreneurship, startups, lean methodology, business models, and customer development. Esther has mentored hundreds of startups and has served as a lead mentor in prestigious programs such as the Rockstart Accelerator programs, Lean Startup Machine, and Evolv weekends.   Today, Esther and I discuss innovation and her work as an entrepreneur, international speaker, author, and founder of Ground Control. She shares her experience writing her two books, The Corporate Startup and Innovation Accounting. We discuss the maturing of corporate innovation and why it must now be taken seriously. Esther underscores how innovation is a learning process and how it is necessary to make mistakes to understand what works. We talk about why innovation should be treated as a discipline and why the input of specialists who have the necessary skills is crucial. Esther also emphasizes the importance of understanding innovation to succeed and shares some great insights as to why innovation labs are often stopped after only a few years.   “Corporate innovation is maturing. We can no longer play around with innovation. The trend is that people are saying, ‘No, we have to take this thing seriously.'” - Esther Gons   This week on Innovation Talks:   ●     An overview of ISO Standard Certification ●     Why companies are taking sustainability seriously in innovation ●     The benefits of innovation in business ●     The purpose and struggles of innovation labs ●     Challenges in innovation ●     The future of innovation maturity in corporations ●     The responsibility innovation labs hold ●     How open innovation affects corporate ecosystems ●     Esther's experience designing an online course   Resources Mentioned:   ●     Course on Validated Learning (https://togroundcontrol.com/lean-innovation-training-course/) ●     Innov8tors Conference (https://innov8rs.co/lisbon/) ●     Book: Open Innovation Works (https://openinnovation.works/)   Connect with Esther Gons:   ●     Esther Gons on LinkedIn (https://www.linkedin.com/in/esthergons/) ●     Book: Open Innovation Works (https://openinnovation.works/) ​ by Dr. Diana Joseph, Dan Toma, and Esther Gons ●     Book: Innovation Accounting: A Practical Guide for Measuring Your Innovation Ecosystem's Performance (https://innovationaccountingbook.com/)   This Podcast is brought to you by Sopheon   Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.   Apple Podcasts (https://podcasts.apple.com/us/podcast/innovation-talks/id1555857396) | TuneIn (https://tunein.com/podcasts/Technology-Podcasts/Innovation-Talks-p1412337/) | GooglePlay (https://www.google.com/podcasts?feed=aHR0cHM6Ly9pbm5vdmF0aW9udGFsa3MubGlic3luLmNvbS9yc3M%3D) | Stitcher (https://www.stitcher.com/s?fid=614195) | Spotify (https://open.spotify.com/show/1dX5b8tWI29YbgeMwZF5Uh) | iHeart (https://www.iheart.com/podcast/263-innovation-talks-82985745/)   Be sure to connect with us on Facebook (https://www.facebook.com/SopheonCorp/) , Twitter (https://twitter.com/sopheon) , and LinkedIn (https://www.linkedin.com/company/sopheon/) , and share your favorite episodes on social media to help us reach more listeners, like you.   For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com (https://www.sopheon.com/) and click here (https://info.sopheon.com/subscribe) .

Build your own corporate startup in an international company in China. Lessons Learned. 1. When/Why a Corporate Startup makes sense 2. How can corporate and startup work together 3. What is the role of the Startup Founder? 4. How to be successful with a Corporate Startup in China 5. Value of flexpats for international companies Florian is a German mechanical engineer who has been building factory automation teams and businesses in China for more than a decade. He is pursuing alternative paths, for example, by co-founding a software company as a corporate startup. In addition, as an investor, advisor, and mentor, he is helping startups, companies, and students leverage his experience to succeed in China. Email: Florian.weihard@ruhlamat.com.cn LinkedIn: Florian Wei hard Wechat: FLORIAN-80 Find Francis on Wechat: Flexpat2020 Please also tune in to episode 143 Flexpat Entrepreneur Coach 133 Start your own flexpat business 132 Jump into Entrepreneurship 139 Coach your team 138 European values 85 Start your own service business

Ihre smarten Schließfächer sind heute in Wien weit verbreitet, sie haben im letzten Jahr eine Finanzierung in Höhe von 75 Millionen Euro erhalten und sie haben unser großes Jahres-Voting in der Kategorie Logistics gewonnen: MyFlexbox, das von der Salzburg AG gegründete Corporate Startup. Zu Gast im Podcast sind die drei MyFlexBox-Founder Lukas Wieser, Jonathan Grothaus und Peter Klima, um über ihr Erfolgsjahr 2023 und über den Ausblick auf 2024 zu reden. Weitere Themen: - Die heutige Verbreitung der smarten Schließfächer - Die Expansionspläne von MyFlexBox in Deutschland - Der Sieg beim Trending Topics-Jahres-Voting - Die Finanzierung von 2023 und was mit ihr gemacht wurde - Die Struktur des Corporate Startups - Der Trend zu smarten Schließfächern Werbe-Disclaimer: Gründer:innen aufgepasst! Der österreichische Web-Poster World4you unterstützt vielversprechende Business-Ideen mit 10.000 Euro Startkapital. Nutze bis zum 16. April 2024 die Chance und reiche dein Projekt ein. Auf der ⁠World4you⁠-Seite bekommst du alle Informationen zu dieser spannenden Initiative. World4you: Im Web daheim. Wenn dir diese Folge gefallen hat, lass uns doch vier, fünf Sterne als Bewertung da und folge dem Podcast auf Spotify, Apple Music und Co. Für Anregungen, Kritik, Feedback oder Wünsche zu künftigen Gästen schick uns jederzeit gerne eine Mail an feedback@trendingtopics.at. Weitere News zu allen Inhalten gibt es natürlich tagesaktuell auf ⁠trendingtopics.eu⁠. Danke fürs Zuhören, bis bald! --- Send in a voice message: https://podcasters.spotify.com/pod/show/trending-topics/message

Felix Ladstätter, Head of Business & Innovation bei fnx, der Innovationseinheit von Fressnapf und Maxi Zoo, nimmt uns diese Woche mit in die Welt der Innovationen bei Fressnapf. Wir haben darüber gesprochen, warum Innovation mehr ist als nur der Einsatz und die Entwicklung von KI, wie fnx neue Ideen validiert und dass auch vielversprechende Innovationen mal scheitern und warum das völlig okay ist. Viel Spaß beim hören!

This workshop shows the tools to assess the potential business impact of startup collaborations. These are key to show business units how much value can be unlocked by working with startups. It also provides a strong framework for prioritizing projects and guides the path to becoming a profitable startup partnering unit. This is key to convincing top management of the value of your startup partnering activities. Finally the Business Impact Calculator by GlassDollar will be presented to the partecipant. Il workshop è a cura di GlassDollar Marco Beretta + Peter Borcher Buon ascolto!

Mike Procee interviews Esther Gons, the CEO and Co-founder of Ground Control and also author of "Innovation Accounting", which explores how one can account for their innovation program. Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta. The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Host:  Mike Procee is an entrepreneur, facilitator, innovator and problem solver. Working in the Calgary Energy Sector, Mike strives to build the innovation ecosystem and community. From his volunteer position on the Strategic Capability Network, where he founded the Calgary Innovation Peer Forum, to pursuing his DBA in Winter 2024, focused on innovation, Mike is pushing the thinking on what it means to be a corporate innovation practitioner.  Guest: Esther Gons is CEO and Co-Founder of GroundControl. Software platform for measuring innovation.  GroundControl offers a structured approach to de-risking innovation and reporting on relevant indicators and insights. Get your teams onboarded into this structure to kickstart innovation. Get your stakeholders involved with data-driven decision-making and risk reduction. GroundControl is used by companies such as Colgate/Palmolive, Euler Hermes, DHL, Enexis, and ABN Amro. Esther is the co-author of the recently published Innovation Accounting book. This book provides a practical guide for measuring your company's innovation ecosystem. Winner of the 2022 Golden Axiom Business Book award. Gons is the co-author of The Corporate Startup; How established companies can develop successful innovation ecosystems. Winner of the 2019 Golden Axiom Business Book Award and the 2018 Management Book Of The Year Award. Published world-wide and translated in Dutch, Indonesian, Japanese, German, and Polish. She is an international speaker on topics of corporate innovation, innovation accounting, entrepreneurship, startups, lean methodology, business models, and customer development. An entrepreneur for over 20 years she has mentored over several hundred startups so far, e.g. as lead mentor in the Rockstart Accelerator programs, Lean Startup Machine, and Evolv weekends.   Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out. We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show. Show Links: GroundControl  Innovation Accounting Book  The Corporate Startup Book  Show Quotes: "Leaders, Managers, and individuals need the right metrics to ensure they are performing"  Credits... This Episode Sponsored By: New Idea Machine Episode Music: Tony Del Degan Creator & Producer: Al Del Degan  

Esther Gons is the CEO and co-founder of GroundControl, a software platform that specializes in measuring and de-risking innovation. GroundControl has worked with companies like Colgate/Palmolive, Euler Hermes, DHL, Enexis, and ABN Amro. Esther's expertise extends beyond her role at GroundControl. She is also the co-author of the award-winning book, Innovation Accounting, which offers practical guidance on measuring a company's innovation ecosystem. She co-authored another influential book, The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems. Her expertise and thought leadership has made her an in-demand international speaker, sharing insights on various topics including corporate innovation, innovation accounting, entrepreneurship, startups, lean methodology, business models, and customer development. Esther has mentored hundreds of startups and has served as a lead mentor in prestigious programs such as the Rockstart Accelerator programs, Lean Startup Machine, and Evolv weekends. Today, Esther and I discuss innovation and her work as an entrepreneur, international speaker, author, and founder of Ground Control. She shares her experience writing her two books, The Corporate Startup and Innovation Accounting. We discuss the maturing of corporate innovation and why it must now be taken seriously. Esther underscores how innovation is a learning process and how it is necessary to make mistakes to understand what works. We talk about why innovation should be treated as a discipline and why the input of specialists who have the necessary skills is crucial. Esther also emphasizes the importance of understanding innovation to succeed and shares some great insights as to why innovation labs are often stopped after only a few years. “Corporate innovation is maturing. We can no longer play around with innovation. The trend is that people are saying, ‘No, we have to take this thing seriously.'” - Esther Gons This week on Innovation Talks: ●     An overview of ISO Standard Certification●     Why companies are taking sustainability seriously in innovation●     The benefits of innovation in business●     The purpose and struggles of innovation labs●     Challenges in innovation●     The future of innovation maturity in corporations●     The responsibility innovation labs hold●     How open innovation affects corporate ecosystems●     Esther's experience designing an online course Resources Mentioned: ●     Course on Validated Learning●     Innov8tors Conference●     Book: Open Innovation Works Connect with Esther Gons: ●     Esther Gons on LinkedIn●     Book: Open Innovation Works​ by Dr. Diana Joseph, Dan Toma, and Esther Gons●     Book: Innovation Accounting: A Practical Guide for Measuring Your Innovation Ecosystem's Performance This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Episode description: In this week's episode of Agile Giants, Chris Carde, the CEO and Founder of HeyCharge, joins the show to discuss the importance of corporate-startup collaborations in advancing the EV industry.   As an industry veteran, Chris provides valuable insights into how startup companies should approach partnerships as part of their overall innovation strategy. He also shares his perspective on how to measure the success of a collaboration with a corporation, drawing from his extensive experience leading HeyCharge's partnership efforts with established companies in the automotive and energy sectors.   Tune in for an enlightening conversation on the future of EV charging and the role of corporate-startup partnerships in driving innovation. Show links LINKEDIN- https://www.linkedin.com/company/heycharge/ WEBSITE-https://www.heycharge.com/ TWITTER- https://twitter.com/HeyChargeHQ

In this podcast episode, we delve into the history and transformation of PPG, a global maker of coatings, paints, and specialty materials that has been around for over 140 years. We are joined by Ed Rakiewicz, a Corporate Fellow at PPG, as he shares insights and experiences on the importance of corporate-startup collaboration in driving innovation and growth in the industry. He talks about PPG's approach to partnering with startups, the benefits of such collaborations, and the challenges that can arise. Ed also discusses some of the key trends and technologies shaping the industry, and how PPG is leveraging innovation to stay ahead of the curve. Tune in to learn more about the evolving landscape of coatings and materials, and the role of corporate-startup collaboration in shaping the future of the industry. Show links LINKEDIN- https://www.linkedin.com/company/ppg/, https://www.linkedin.com/in/ed-rakiewicz-0597a218/ WEBSITE- https://www.ppg.com/TWITTER- https://twitter.com/PPG

In der Mittagsfolge sprechen wir heute mit Lukas Wieser, Co-Founder von Myflexbox, über die Investition von Star Capital in Höhe von 75 Millionen Euro.Myflexbox ist ein offenes Smart-Locker-Netzwerk, welches das Einlagern und Abholen von Paketen ermöglicht. Dies umfasst sowohl den indirekten Warenaustausch als auch das Hinterlegen sämtlicher Gegenstände von Lebensmitteln über Schlüssel bis hin zu Dokumenten. Mit lokalen Standortpartnern und Handelsunternehmen reduziert das Startup unnötige Transportwege und hilft somit beim nachhaltigen Handeln. Nach Unternehmensangaben wird durch die Nutzung der Myflexbox im städtischen Gebiet bis zu 66 % der Emissionen pro Paket eingespart. Paketdienstleister können nach eigenen Angaben bis zu zehnmal mehr Pakete bei weniger als der Hälfte der zurückgelegten Kilometer ausliefern. Die Lösung steht allen Interessierten als Geschäftsmöglichkeit zur Verfügung. Myflexbox wurde im Jahr 2017 als ein Corporate Startup der Salzburg AG von Lukas Wieser, Jonathan Grothaus und Peter Klima gegründet.Nun hat Star Capital über seinen Star IV Fonds 75 Millionen Euro in das österreichische Startup investiert. Der Kapitalgeber wird durch das Investment neben der Salzburg AG zum Mehrheitsgesellschafter des Unternehmens. Mit dem frischen Kapital wird die Skalierung in neue Märkte und der Auf- sowie Ausbau des Teams angestrebt. Myflexbox möchte sein Netzwerk bis Ende 2025 auf 4.000 Paketstationen anwachsen lassen und sich international im Bereich Smart City positionieren, um eine effiziente und klimaneutrale Infrastruktur in Europas Städten aufzubauen und die Zusammenarbeit mit der Paket- und Logistikwirtschaft zu stärken.

Our guest for this episode is Tendayi Viki, an Associate Partner at Strategyzer, a leading innovation consultancy. Tendayi has helped numerous large companies innovate for the future while running their core business. He previously served as Director of Product Lifecycle at Pearson, where he co-designed and implemented Pearson's award-winning innovation framework. Tendayi holds a PhD in Psychology and an MBA and is the author of three books on innovation, including "The Corporate Startup" and "The Lean Product Lifecycle." He is also a regular contributor to Forbes Magazine. Join us as Tendayi shares his insights on corporate innovation, entrepreneurship, lean startup, and more, drawing from his experience working with companies such as Unilever, American Express, and Airbus. Learn more about your ad choices. Visit megaphone.fm/adchoices

Man sieht sie in Hauseingängen, auf Parkplätzen und bei Supermärkten: Paket-Boxen, die immer mehr die Rolle von Postämtern übernehmen. Ein Player, der sich in Österreich und Deutschland etabliert hat, ist das Corporate Startup MyFlexBox der Salzburg Ab. Ein Private-Equity-Investor aus England hat sich jetzt die Mehrheit an MyFlexBox gekauft - für 75 Millionen Euro. Lukas Wieser und Jonathan Grothaus, die Co-CEOs von MyFlexBox, sprechen im Interview über: - Das Investment durch Star Capital - Das Geschäftsmodell der Logistik-Boxen - Wie man durch die Boxen in Summe CO2 sparen kann - Offene vs. geschlossene Systeme - Wie die Salzburg AG MyFlexBox an den Start brachte - Die Ausbaupläne - Wie man Deutschland mit Lidl und Co. erobern will Wenn dir diese Folge gefallen hat, lass uns doch vier, fünf Sterne als Bewertung da und folge dem Podcast auf Spotify, Apple Music und Co. Für Anregungen, Kritik, Feedback oder Wünsche zu künftigen Gästen schick uns jederzeit gerne eine Mail an feedback@trendingtopics.at. Weitere News zu allen Inhalten gibt es natürlich tagesaktuell auf trendingtopics.eu. Danke an dieser Stelle an Georg Haas für die Post Production, und dir danke fürs Zuhören, bis bald!

In this episode of "Let's Accelerate!" we talk to Ellie Amirnasr, Director Digital Ventures at MANN+HUMMEL. We talk about her hands-on experience about building corporate ventures and her role as CEO of qlair, one of MANN+HUMMEL's corporate ventures. Ellie shares the challenges she faced when starting this new venture and how it feels being a corporate explorer. As always, we end our episodes with our famous sentence completion exercise. Get in touch with Charles: https://www.linkedin.com/in/ellie-amirnasr/ More about Bosch Innovation Consulting: https://www.linkedin.com/company/bosch-innovation-consulting/ https://www.bosch-innovation-consulting.com/

In this episode of Startup Hustle, Matt Watson and Neal Hansch, CEO & Managing Partner of Silicon Foundry, talk about corporate-startup collaboration. Learn how founders can maximize opportunities for growth through collaboration with well-established businesses.   Find Startup Hustle Everywhere: https://gigb.co/l/YEh5   This episode is sponsored by Full Scale: https://fullscale.io   Learn more about Silicon Foundry: https://sifoundry.com    See omnystudio.com/listener for privacy information.

When was the last time you heard someone say “I don't measure innovation?” That's because measuring innovation has become a key part of running a successful company. In today's competitive market, companies need to innovate constantly to stay ahead of their competition. However, measuring innovation isn't always easy. This episode provides tips on how to measure innovation effectively so that you can improve your company's performance. In this episode, we have guest Esther Gons, CEO and Co-Founder at GroundControl and Co-Author of Innovation Accounting and The Corporate Startup. Key Takeaways: - Diversity is important for any team, especially when working on something new. Only by having different perspectives can you achieve the best result. - If you are able to invalidate something really quick you can put your effort towards more optimistic ideas that are more validated. - Innovation is actually really difficult and requires a diverse group of people. To succeed, you need a diverse group of people who are willing to put in the effort. Esther shares her thoughts on how innovations begin with your company's definition of innovation. She also talks about how innovation is really hard work and how diversity within your team provides different perspectives and this helps you to get the best results. You can reach Esther on LinkedIn: https://www.linkedin.com/in/sjohnson717/ or check out her book: https://innovationaccountingbook.com/ 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 #communication #problemsolving #peoplecentric #podcast #innominders

Wer in Deutschland eine gute Idee hat, der hat es geschafft? Nicht immer, sagt Marcel Mellor. Bei ihm dauerte es acht Jahre von der Idee bis zum Produkt. Was er über Innovation gelernt hat, verrät er im Podcast

As organizations innovate at a rapid pace, there is a constant challenge as to how to measure it. . Techsauce Global Content Editor Chaowarat Yongjiranon finds out how innovation accounting can enable growth within companies with Dan Toma, an innovation leader and co-author of the award winning book ‘The Corporate Startup' in the Techsauce Global Podcast.

Die Themen im heutigen Versicherungsfunk Update sind: Zahl der Versicherungsvermittler sinkt Die Zahl der registrierten Versicherungsvermittler ist im zweiten Quartal 2022 um 332 auf 192.457 gefallen. Die Zahl der Vertreter verminderte sich um 464 Personen. Damit sind zum 1. Juli 2022 genau 111.807 Vertreter bei der IHK gemeldet. Dafür wuchs die Zahl der Versicherungsvertreter mit Erlaubnis um 21 Personen auf nun 28.650 Personen. Die Versicherungsmakler gewannen 100 Personen hinzu und zählen nun 46.440 Makler. Die Zahl der Versicherungsberater ist um drei Personen auf 331 gestiegen. Das geht aus den aktuellen Zahlen des Vermittlerregister der Deutschen Industrie-und Handelskammern (DIHK) hervor. mehr >>> www.versicherungsbote.de/id/4907002/Versicherungsvertreter-verlieren-und-Makler-legen-zu/ Wüstenrot kooperiert mit Nürnberger Die Wüstenrot Bausparkasse AG arbeitet künftig mit der Nürnberger Versicherung zusammen. Ab Anfang Juli 2022 sollen deren Ausschließlichkeitsvermittler Wohnsparverträge und Wohndarlehen aus dem Hause Wüstenrot an den Mann oder die Frau bringen können. mehr >>> www.versicherungsbote.de/id/4907007/Nurnberger-kooperiert-mit-Wustenrot/ Huk-Coburg steigt bei pitstop ein Die Huk-Coburg übernimmt 25,1 Prozent an der Werkstattkette pitstop. Darüber hinaus werden die pitstop-Werkstätten in das Angebot des Autoservice-Netzwerks aufgenommen, so dass dieses um rund 300 auf dann 450 Werkstätten in über 200 Städten erweitert wird. Über den Kaufpreis wurde Stillschweigen vereinbart. Stefan Kulas bleibt geschäftsführender Mehrheitsgesellschafter von pitstop. mehr >>> www.versicherungsbote.de/id/4907009/Huk-Coburg-steigt-bei-Pitstop-ein/ Maklerlieblinge im Schaden-/Unfallgeschäft Unabhängige Vermittler setzen im Bereich der Hausratversicherung auf die Angebote der Konzept & Marketing, AIG und InterRisk. Bei der Wohngebäudeversicherung sichern sich Konzept & Marketing sowie AIG den ersten Rang. Im Bereich der privaten Haftpflichtversicherung teilen sich mit der Haftpflichtkasse, VHV, Basler und AIG gleich vier Unternehmen die Spitzenposition. Bei der Unfallversicherung konnte sich die InterRisk als alleiniger Spitzenreiter durchsetzen. ­Das geht aus der Studie „AssCompact AWARD – Privates Schaden-/Unfallgeschäft 2022“ hervor. R+V hat 60 Prozent aller Flutschäden reguliert Die Flutkatastrophe im Juli 2021 hat bei den Kunden der R+V etwa 15.000 Schäden in Höhe von 730 Millionen Euro verursacht. 420 Millionen Euro konnten bereits ausgezahlt werden, rund 60 Prozent aller Schäden sind reguliert. RheinLand Versicherungsgruppe startet Wissensplattform Die RheinLand Versicherungsgruppe hat über ein hauseigenes Corporate Startup, die RH Digital Company GmbH, eine Wissensplattform für Startups und Platzhirsche gebaut. Diese trägt den Namen Zupario und soll einen wechselseitigen Know-how-Transfer zwischen Startups und etablierten Unternehmen ermöglichen. Bereits während der Testphase seien rund 50 Unternehmen und 35 Startups auf Zupario aktiv geworden.

Dan Toma, Innovation Thought Leader and award-winning author of the Corporate Startup and Innovation Accounting, as well as co-founder of Innovation Advisory Firm OUTCOME, talks with Sarah about the differences between Digital Transformation and Innovation and why/how the terms can be erroneously used interchangeably.

Every company talks about the importance of innovation and investment in innovation continues to grow.  However many companies are finding that the time and money invested is not giving them the pay back that they had hoped for.But Is it possible to structure your initiatives so that you can drive better return on investment?  And if so, what would that look like?Today I'm talking with Dan Toma, an innovation strategist and author of Innovation Accounting: A Practical Guide for Measuring Your Innovation Ecosystem's Performance, which focuses on why a “one-size-fits-all” approach for measuring an organization's innovation investments doesn't work, and how and why the use of a modern and comprehensive innovation accounting system to measure and track innovation is needed for success.In this episode, Dan will be talking about:4 types of innovation and how they help define what innovation means for your company.9 pitfalls venture boards are avoiding to create better outcomes.How to quantify innovation and measure a company's innovation ecosystem's performance.5 stages to develop the best product development framework for your company. USEFUL LINKS Connect with Dan Toma:  Dan's Linkedin Profile: https://www.linkedin.com/in/dantoma/Dan's Twitter Profile: https://twitter.com/danto_maInnovation Accounting book: https://innovationaccountingbook.com/The Corporate Startup book: https://thecorporatestartupbook.com/Dan's company's website: https://weareoutcome.co/A Seat at The Table podcast website:  https://seatpodcast.comThe Current Situation in Sourcing:  https://thecurrentsituation.net

Tendayi Viki is an author and innovation consultant who holds a PhD in Psychology and an MBA. As Associate Partner at Strategyzer, he helps large organizations innovate for the future while managing their core business. Tendayi has written three books based on his research and consulting experience, ‘Pirates In The Navy', ‘The Corporate Startup' and ‘The Lean Product Lifecycle'.  In this Mastermind episode, I pick out some key insights from a conversation I had with Tendayi. Tune in to learn more about what makes a successful innovator, hiring people that think differently through cognitive diversity, the important role of failure in innovation, and how leaders need to be purposeful but patient.  If you'd like to join the Sporting Edge Members Club to get 24/7 access to over 900 insights to accelerate your personal and professional development, apply the discount code PODCAST100 in the checkout https://www.sportingedge.com/membership/ (here) to get your first month free. Links mentioned: Join our first Podcast Community Q&A - https://us02web.zoom.us/meeting/register/tZIvfuutrDwiE9eqMr_VFM7LE_vnMFZ5Ne6Y (Inside the Mind of Champions – Q&A with Jeremy Snape) Tendayi's Links https://tendayiviki.com/ (Tendayi's Website ) https://www.amazon.co.uk/Pirates-Navy-Innovators-Lead-Transformation/dp/178352894X (‘Pirates In The Navy' by Tendayi Viki) https://www.amazon.co.uk/Corporate-Startup-Established-Successful-Innovation/dp/9462761507 (‘The Corporate Startup' by Tendayi Viki) https://www.amazon.co.uk/Lean-Product-Lifecycle-playbook-products/dp/1292186410 (‘The Lean Product Lifecycle' by Tendayi Viki) Previous episode https://www.sportingedge.com/podcasts/episode-55.html (Mastermind: David Smith MBE) Connect with Jeremy Contact hello@sportingedge.com  LinkedIn https://www.linkedin.com/in/jeremysnape/ (https://www.linkedin.com/in/jeremysnape/)  Twitter https://twitter.com/thesportingedge (https://twitter.com/thesportingedge) Facebook http://www.facebook.com/TheSportingEdge (http://www.facebook.com/TheSportingEdge) Website https://www.sportingedge.com/ (https://www.sportingedge.com/)

Interview video available here: https://youtu.be/F3X1BC_HQws  Bio Bruno Pešec helps business leaders innovate profitably. He is the rare innovator who can claim that he's worked on a regulation-defying freight train and an award-winning board game. In addition to his corporate experience with brands like DNV, DNB, and Kongsberg Group, Bruno runs a community of entrepreneurs of several thousand members. Longer version of bio available at https://www.pesec.no/about/ Websites/ Social Media Bruno's website: pesec.no Playing Lean site: https://www.playinglean.com/ LinkedIn profile: https://www.linkedin.com/in/pesec/ Books The 9 Big Don'ts of Corporate Innovation by Bruno Pešec https://www.pesec.no/9-big-donts-of-corporate-innovation/ The Corporate Startup by Tendayi Viki https://www.amazon.co.uk/Corporate-Startup-Established-Successful-Innovation/dp/9462761507 The Game Changing Strategy by Constantinos Markides https://www.amazon.co.uk/Game-Changing-Strategies-Established-Industries-Breaking/dp/0470276878    To Better Thinking by Linda Elder https://www.amazon.co.uk/Better-Thinking-Living-Through-Critical/dp/0133092569 The Halo Effect by Phil Rosenzweig https://www.amazon.co.uk/Effect-Business-Delusions-Deceive-Managers/dp/1476784035 Drive: The Surprising Truth About What Motivates Us by Daniel Pink https://www.amazon.co.uk/Drive-Surprising-Truth-about-Motivates/dp/B004N74VBK   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Guest Intro: Hello everyone, thank you so much for tuning in to this episode of the Agile Innovation Leaders Podcast. My guest today is Bruno Pešec. He is one of those rare innovators and coaches whose focus is on helping business leaders innovate profitably. I had lots of learning moments and ‘aha' moments speaking with Bruno and I thoroughly enjoyed the conversation. I learnt a lot as well. I have no doubt that you will also get some useful nuggets from this episode, so enjoy. Ula Ojiaku:  I have with me here, Bruno Pešec. And, Bruno, welcome to the Agile Innovation Leaders podcast, it's a great pleasure and honour to have you here on the show. Bruno Pešec:  Thank you very much, Ula. And I also want to give my special gratitude and thanks for perfectly pronouncing my surname. Ula Ojiaku:  Oh, well, I am very happy about that. I actually wrote it out, you know, phonetically on a piece of paper. But thanks, you taught me well, great. Now let's go straight into the questions we have for you today. So, who is Bruno Pešec? Bruno Pešec:  So, Bruno Pešec is, I will describe an Innovator, Martial Artist and Engineer, that probably sums up like parts of my life that I'm proudest, and that I engage with the most. So, I started my studies as a young engineer, and what I was really fascinated with are problems, wicked problems. Usually wicked problems are described as a collection of problems that don't really have a clear cause, clear root cause, and there is no clear-cut solution, the only thing you can try to do is tame them a little bit, and I was fascinated with that as engineer. That's why I studied industrial engineering, which is a combination of systems and humans. I started my career in defense, and I had the good fortune of working on some very, very difficult products. And one of the projects that I was working on was an innovation completely based on product and technology. We made such a product that was by far the best in the whole world, it was so good, no one believed us. And it was ridiculous, but for me, it was a great learning experience, because, you know, we were a young group of engineers that said, like, hey, let's just do everything we can to make the best product we can, and we succeeded, and nobody on the market believed us. So, what happened, our sales department had to send our product on a tour across the globe. And with a lot of engineering products and solutions, they can be copied by sufficiently proficient engineers, and that is what happened after a few years. It wasn't such a leading product anymore. But for me, it was a very important learning lesson, because I realised that innovation isn't just about this technical side, but also about the human side, you must understand how to talk about innovation, you must understand how narratives form, how stories form and how people interact. And that is kind of how I started to slowly expand my own knowledge beyond just being an engineer, to also invest in a lot of time and effort to understand psychology, human nature, emotions, not just to reading, but also to try to be different myself, whatever that might mean. And it wasn't always pleasant. Ula Ojiaku:  I totally empathise - wow! Could you tell us a bit more about the product? What was the product all about? Bruno Pešec:  So, since I was working in industry, that's, you know, very limited with NDAs. So unfortunately, I can't really go into great specifics, but let's say that innovations were based on the physical properties. And I can say, you know, people expect that the products made out of steel have a specific weight, what we were able to do is, through a lot of engineering trades, using numerical simulations, very advanced computation, a lot of testing in actual manufacturing whole, we were able to make a product that has varying thickness of steel panels, and that reduce the weight of the product and increase the functionality of the product. And that's why I say, when a smart engineer sees the solution, they can easily copy it, but the challenge is seeing the solution, coming to see that. So, we did the heavy working of finding the new improvement, and then it was easy to take over. And if we connect it to what a lot of companies and startups mess up, when they spend their time and effort to educate the market and then somebody else comes and actually picks up the market. So that is, you know, when you have the whole discussion, is it good to be first to the market? Yes, if you can afford to capture it. Ula Ojiaku: Yes. Yes. Very true, because you have the fast followers who just sit back, let you do the heavy lifting and then they, because they have maybe a wide range of resources and deep pockets, are able to mass manufacture what you spent years to put together. Wow! Bruno Pešec: Exactly. Ula Ojiaku: So, what were the key lessons, because you said you now realise that it's not just about having a fantastic product, you also had to focus on the human psychology. So, what's different between then and now? Bruno Pešec: So, one of the things, reflecting here in the moment, one of the very important lessons, for me personally, was that alignment is much more important and valuable than being the most correct person in the room, or following the perfect or the ideal process. So for myself, you know, I have a decade of experience innovating and inventing, not just in defense, but also in transportation in oil and gas, in entertainment, you know, in different industries. And without trying to sound arrogant, I have a good grasp of what it takes to, you know, develop, invent something and take it to the market, which is not necessarily always true. So, when I work, you know, with clients or different teams, I'm usually the person who knows the innovation process, but that doesn't matter a lot if I cannot help those people in the room to actually get from A to B. And that sometimes includes, I don't want to say compromises, but negotiations, both internal implicit, but also external, you know, when do you stop focusing on just the theory and when do you move to, okay, in practice being pragmatic, and moving on. And I would say that Agile and Innovation and Lean and Lean Startup and a lot of these fields, they're guilty of being extremely dogmatic and paradigmatic, and then you have this whole conversation around, okay, when is it about dogma and when is it about flow, customer, value, outcomes? So, that, to me was part of my learning journey, like, sometimes harsh lessons. Ula Ojiaku: I totally am nodding because I experienced this every day, as you know, as an Agile Coach, it's really about, you might know things, you know, but it's also about working with people, because finally, at the end of the day, it's all about people and you need to work with people, you need to establish the relationship, the trust. And for me, a policy is I want to work with people in a way that they would want to work with me over and over again. And sometimes this may be about losing a battle so that you know, everyone can together win the greater war, you know, from time to time. One statement you made now that really stood out to me is that; “Alignment is more valuable than being the most correct person in a room”. That's a great quote. Okay, so can you tell us about your game Playing Lean? I understand you developed the game, how did it come about and what do you currently use it for? Bruno Pešec: So yes, it's called Playing Lean, and I'd be happy to tell you a bit more. So, it's funny, it came through part of this learning experience as well. So, I'm not the only one, it was also Simen Fure Jørgensen, he is the guy that actually started it as well. So, the starting point was very simple. You have a group of people, and you want to introduce a new concept. In this case, it was Lean Startup. And you know how it will go, if you tell two groups of people where here's a book, read it, let's talk in a week. So, maybe there's one person that reads it, the rest might skim it, and the, you know, the other third won't even open it. And what we were inspired with was using games. We were actually inspired with Get Kanban if you know the game for teaching Kanban in software development. And back in that time, Simen just tried to find a similar game for teaching Lean Startup Innovation, entrepreneurship, and there was none, and that was the trigger. So, it was scratching our own need, and what I love and what I'm the proudest was that we used the Lean Startup principles to develop the game itself. That was very important to us, and to the listeners that maybe have heard about Lean Startup but aren't as familiar. So, Lean Startup is a methodology for developing businesses through experimentation, iterative development, and it basically relies on Agile body of knowledge, customer development and business modeling. So, in our case, we decided after we have iterated a lot on the functionality and the desirability of the game, we decided to go down a crowdfunding route. And what happened, it was a big failure. So, we didn't manage to reach our goal, but when we were reviewing, so it wasn't zero, but it was not enough money to actually take us, so, we used Kickstarter as a platform, which is all or nothing, you must reach the goal, otherwise, you receive no funds, but you can see the data. And what we noticed is that the people that were supporting the campaign actually weren't who we thought the players are, but who would use the game to teach Lean Startup. And that is when we realised, hey, our customer segment isn't really the people that will play the game to learn lean startup, but our customer segment is actually people like you and me, Ula, that consult and coach and help others. Now when we realised that, we started focusing, okay, what do these people need? What are their jobs to be done, what is important to them? And then tweak the product, what we learned is to them, what's really important is that the product is extremely polished, they need to be proud of it, it shouldn't look like you know, Microsoft clipboard, or clipart, whatever, it needs to look very professional. So, we partnered with Holger who is one of the best illustrators in the world, he illustrated Business Model Generation and other things like that. So, we partnered with him, the game looks spectacular. Okay, then we said it needs to be reputable. So, we partnered with Ash Maurya who wrote Running Lean, we partnered with Alexander Osterwalder who wrote Business Model Generation and few other books in the series, that was important. And then what was also the thing is the facilitators and coaches and consultants, they're not buying the game, they're buying a new product for their coaching or consulting portfolio. So, our value proposition is the game, plus the facilitating materials, plus the marketing materials, plus everything. So, a lot of learning happened, you know, in that one failed campaign. And then we kept iterating on that, and they usually say the rest is history, I hope it's still not history. But you know, we won awards, first game was completely sold out, we made a new one, that one is also almost sold out, we have a global community of 200 Facilitators. So, it's been going pretty well. And all of this, you know, learning, learning, learning, adjusting, learning, adjusting, learning, adjusting, learning, adjusting. Ula Ojiaku:  You're basically applying the, you know, the Lean Startup cycle as well, because you're adjusting, you learn, you take the learning you're adjusting, and you make an improvement on what's existing. Congratulations. Now, that's an amazing story. And the fact that you said, you know, the Kickstarter failed, it wasn't a failure, it was more of a redirection, because you now got to focus on the right customer, the person who needs the product. Yeah and so, I also understand from your website that you sort of run, Train the Trainer sessions on Playing Lean, is that correct? Bruno Pešec: That's correct. That's correct. Ula Ojiaku: Okay, and when is your next one? Do you have any scheduled in the near future, or, you know, should listeners just go to the website and register? Bruno Pešec: So, listeners can go to playinglean.com. And what we decided to do because of COVID, obviously, and the global situation, so we have a completely self-paced part. So, you can take it any time, and then when you complete it, we schedule, so we have batches of people. So, let's say that you immediately go, you hear this show, and you go, you can take it, you can listen to all the theory or the facilitation, Playing Lean facilitator training. And then when there's four or six, we schedule a private session where we play the game together, and you know, let's say, finish the training, and we came to that because it's pretty flexible for people. And as I said, our customer segments are consultants and coaches, and the thing that they really don't want is to lose their precious billable time. Ula Ojiaku: Yes, yes. And will the follow up sessions, will they have to be in person or have you devised a way of doing it virtually? Bruno Pešec: So, everything is completely virtual for the time being. So, we're using Mural, but any of these can work. And what we basically did is we took and we recreated the whole game in that setup, and I was a bit skeptical at first. I wasn't 100% sure that, you know, it would work in such a setting because it is a board game, Playing Lean is a physical board game, and we purposefully designed it to be physical. Before all this happened, we rejected to make it digital, because there's a special connection when you're doing that together. And so I wasn't sure if we go with, we move it online, but people were asking so much, like, they want to play, they want to attend it. So, we said okay, let's give it a try. What we actually found out was that it works in some cases better, and in some worse. So, one thing that you lose is people cannot talk at the same time.  I'm sure that everybody noticed that now with all zoom and Teams and all the meetings is, it's very difficult, you cannot talk at the same time, which does happen in physical meetings, you might have small groups of people either whispering or saying something. Here, that doesn't work, so, you must facilitate and arrange everything differently. You can have breakouts, but again, you cannot see it as a facilitator. When you coach team, you know, if you tell two of them have a discussion, you can slightly overhear. Yeah, now, you lose that. So, there are some challenges in this. But I'm pleasantly surprised, you know, thinking back 10 years ago, how many digital tools we have today and they're good. They work. Ula Ojiaku: True, true, I mean, that's why we're speaking although we're in different geographical locations. So yeah, definitely. Right, so, I know that you also recently published the book, an E-book, “Nine Big Don'ts of Corporate Innovation: How to Spot and Avoid Costly Innovation Mistakes”, can you tell us a bit more about this? Bruno Pešec: I'd love to. So, the starting point for this, were something that's usually called survivor bias. And I'll just share two stories to kind of illustrate the survivor bias. And funnily, both include aviation. So, in one case is Aeroplane Inspectors, so whatever is their formal title, were investigating plane crashes, and survivals. And what they noticed was that it wasn't the most important, how physically prepared people in the plane were, it didn't matter if they are obese, or if they're healthy, unhealthy, or whatnot, the only thing that mattered, was if people stopped to take their belongings before evacuating the plane. So, everybody who stopped to try to get their, you know, things from the overhead department perished. And that is why you always hear that boring message, back in the time when we were flying much more often, you know, take oxygen first in case of evacuation, ignore your belongings, go out. So, and they discovered it by focusing on all those that perished, not those that actually did manage to run out and escape before the plane caught fire. A similar story, but from wartime, was when they were looking into reinforcing fighter crafts. So, they were looking, they were charting, when the crafts returned, they were charting all the holes on the body of the plane. And then their initial idea was to focus on all the parts where the holes were. But one guy observed and said, “No, that's wrong. Because those planes return, let's take look where there are no holes, because where there are no holes, those planes did not return”. And then they reinforced that and that increased the survivability of the plane. So, this is, it's almost like inversion of thinking. And that survivor bias at the core is, hey, sometimes there is value in looking at all those that failed, and understanding why did that fail, and avoiding the things that they were doing? And that was the logic, that was something that started me here. So, I worked with hundreds of innovators with, I don't, I can't say hundreds of companies, but when you work with a large company, you know, it's easily several hundred people. And I continue to see the same mistakes again, and again and again. And I said, you know, it's not about trying to copy Amazon, or Google or whoever you think is the most innovative company in the world. Stop, pause and take a look at all the failed innovations. And that was kind of the trigger that is, so from experience and observation, I decided to share mine. I will not go into great details of all mine, because everybody who listens to this can get the e-book for free in your show notes, they will be able to find it. If not, they can reach out to you, to me, whoever, we're going to help them. But one that I want to share with your listeners is one of maybe a little bit shocking ones that I say is don't invest in orphans, orphan ideas, and what do I mean by that is ideas by themselves are worthless. We keep hearing that, but we don't take action on that. So, an idea doesn't come out of nowhere, someone must have recommended it, and on the management level, a common mistake is when, let's say there's a group or strategy retreat, and they hire some consultant, they come up with brilliant ideas, but they don't execute on it, they give it to someone else to do it. So, there is a discrepancy, there is this idea, it came from Ula, but suddenly it was thrown to Bruno, go do it. I never met Ula in my life, I'm supposed to be passionate about this? Ula Ojiaku: Exactly. You don't know the context behind the whole idea? How did it come about? But, no, these things happen and I'm thinking of a recent example. Bruno Pešec: But it is, it you know, it is something that resonates, and people are aware of it, but they don't think about it this way, and then they don't realise how damaging this is. And especially, so I don't want to sugarcoat it. Innovation, in a large company, is a very painful process, it is very punishing on people, it's very rarely rewarding, and people that do deal with innovation in companies, they don't do it to get tapped on the back, they do it because they derive pleasure from it, they derive joy from it. But that does not mean that they shouldn't be rewarded, but those people that are like that, they're rare. So usually, you know, I see that happen again, and again, a company decides ‘we want to be innovative'. Everybody, you know, there's a training for everybody in the company, and we will have like, big company meeting from today on, you must be innovative, and, you know, it's forced down the throat. And suddenly, people, you must work on this project, it's very difficult. It's difficult to force people to go through such pain for nothing. Ula Ojiaku: Like you said, innovation is not something you force down people's throats, it has to align with their intrinsic motivation, I believe it was Daniel Pink that wrote the book Drive about what motivates people. And, at the very least, they have to know what's in it for them, which goes back to, you know, your earlier statement about, you're dealing with human beings, you need to understand the psychology, how do you get people's buy in? How do you make sure that they want to do it, even if you're not there watching them? Yeah. Right. So, you've shared one of the don'ts, which is don't invest in orphans, do you want to share maybe one or two more of those ‘don'ts' in corporate innovation? Bruno Pešec: So, the last one, don't make how much time, effort and money you have spent so far, guide your decision. That is also a very common one, it happens to all of us in private life, in business life, I'm sure you experienced this, well, you know, when you're sitting there, the project isn't going as it should be going. And then somebody says, well, we've been going at this for two years, we spent, you know, so much money, we hired people for this, you know, let's keep on doing it, and if that is your only reason to keep on doing it, I'm sorry, this probably doesn't have a very bright future. And the same goes for innovation projects and companies, you know, after some time, you should just cut the losses. It's kind of if you've spent two years and there is no traction in the market, it's just not attracting attention. It's better, you know, to stop leaking more funds, and even worse than that is people's time, like, as far as we know, time goes in only one direction, we can make money again. But to me, especially in large companies, what every leader has is additional responsibility for the time of their employees. The most disrespectful thing you can do is waste somebody's time. It happens, unfortunately, often because people don't understand that it's happening. But when you walk into a room, and you tell someone that they've spent two years on something that's at a dead end, what you did, you threw away two years of their life, they could have been doing something else. Ula Ojiaku: True, true. And there's nothing more demoralising than you know, you're going on a road that's a dead end, and everybody knows it, but nobody wants to say, you know, “are we actually headed in the right direction?” And there's a phrase, I mean, this is in in the scaled agile framework, which is one of the, you know, popular scaling agile frameworks. One of the principles there is to ignore sunk costs. And you know, that's basically, you don't base decisions for the future based on how much time, money, effort, resources, that you've put into it. You have to evaluate it based on the results you're getting - are you getting the outcomes? I mean, if you had if you had made a hypothesis, has the hypothesis been validated or not, if it's not been validated, and you're getting, your indications are contrary to what you expected, it's either you pivot or you kill it. You don't just go on for sentimental reasons. So, no, great one. Yeah. Do you want to add anything else about your e-book? Is there anything else you'd like to share with the audience? Bruno Pešec: Well, we could probably go for several hours discussing everything in it. But what I can just say is that, besides just discussing these different don'ts, I also offer specific countermeasures. So, that is something for example, for the sunk cost I completely agree with what you shared. Unfortunately, the side effect is, if you run into someone that doesn't want to see exactly how you describe it, so like, no, no, no, no, that experiment wasn't done correctly, or I wasn't involved in that hypothesis, then one easy countermeasure is to immediately agree on the spot, okay, I see, I understand that you're very involved in that you, you know, your ego is in this. So, let's make an agreement right here, right now. What is it? What terms are we giving to this? What terms are we giving to this to continue? So, we, for example, this is a real one, but I'm removing the details, because of confidentiality. With one executive, he had exactly that problem. He was working on something for three years and he was afraid that if he would stop this, that his career would suffer as well. So, we sat down with his management team, and we said, okay, we are not now ready to immediately kill it, even though we have spent so much, but we're going to give it exactly three more months, and A, B and C, if that happens, it continues. As clear as that, signed by everybody, not for legal reasons, but for psychological reasons. You know, I put my name on this, I commit to these terms. Three months later, they kill it, we didn't even discuss it for five minutes. It was, you know, this is what we said, it didn't happen. Bam! I was shocked, I was shocked how easy that went. So that is, you know, an easy one, because people need to own that, I cannot tell people go and kill it, they must see like, oh, we really should stop this. Ula Ojiaku: Exactly. And there's something about a public commitment as well, it kind of, you know, makes it easier for all parties involved. You know, there is a rational reason for killing it and a rational reason for stopping an initiative, if that makes sense. Now, I'm going to ask you a question as a, you know, you teach innovation and entrepreneurship. Have you ever been in a situation where you've been asked to coach, you know, maybe a team or a particular area, so you have like the leadership buy in, and you've been asked to coach the team, but the team are kind of a bit closed to getting input from you? If so, what have you, you know, could you share with the audience what you've done to win them over or, and get them to actually get to a point where they are seeking and actively drawing your input into what they're doing? Bruno Pešec: So, I had that happen both at the management level and at the team level. So, in one case, I walked in with a team, and the guy immediately told me as I walked through the door, Bruno, this is bull****, I'm here, just because I was commanded to be here. You know, you have three minutes. And I just completely ignored him, I just looked at him, I was like, okay, so, and started the discussion. Why are we here? What do we want to get? In my case, I usually try to avoid confrontation in that sense, because people are, they have the right to be frustrated. Like, if they have really been commanded and just said, "You be here”. You know, it's kind of, I might recognise that and say, okay, I understand that, I'm not here to do innovation theatre, so I don't, how could I say, I don't really do training. When I'm brought in, I do very specific things. So, in this case, I'm really relying a lot on my background as engineer because they can see that I'm one of them in most of the cases, so I'm not like a manager or a sales guy or something like that, I'm very curious. I'm curious about their work, and this is where we start. We start talking about their specific product or service. Understanding that, and I just let them talk, and that's the easiest one, it's kind of, I'm not there to be smarter than them, I'm there because I'm good at the part of the process, and together, we're going to figure out what needs to be achieved, and sometimes they have very strong feelings. I know exactly what needs to be done, but no one in management is listening to me, and then I go, okay, I'm here, I'm listening to you, now share. And we just start from there. And people usually do have, and it is a great starting point, they will say, you know, this product sucks, because of A, B, and C, what needs to happen is X, Y, and Z. And then I start probing, it's like, okay, the things that you said that it sucks, why is that so? Okay, and you say that this will be a solution, why do you think so? And I ask them, we start to have a whiteboard, we start mapping it, if we don't know, we have this conversation, we start going to very specific things. Because what I strongly believe in is go harsh on problems, go harsh on issues, but be gentle with people. So, if you and I, you know, I will always have my utmost respect for Ula, but when we have a problem in front of us, when I go harsh, I'm not going to harsh on Ula, I'm going harsh on the problem. Ula Ojiaku: Don't take it personally. Bruno Pešec: Exactly. I want to rip the problem apart. That's our job as innovators, you have an idea, it's not about kissing that idea on the cheek, it's about breaking it seeing you know, what, if we do this, is it going to hold? What if we do this is it going to hold? What if we do that, is it still going to hold? If not, well maybe this is worth doing, it has nothing to do with you as a person. You and I, we are in a partnership about solving that problem, that issue, and for me, it works because it's genuine and people can feel that. So, I'm, you know, I'm being authentic, I'm being myself. And that is why I also say when people ask me, okay, Bruno, how can I coach like you? How can I, you know, repeat the same thing? I tell them, don't try to copy, you know, I am me, you are you, play to your strength. If you're a quiet person, if you're a gentle person, play to that, you know, be like water, be like river, wear them out, you know, wear them out with kindness, always go back to what you're discussing, be yourself. It's so tiring trying to be somebody else, it's so tiring trying to copy somebody else. It won't always work, but you will know that you were yourself, you did the best you could what's then there left to regret, even if it goes bad. Ula Ojiaku: True, true. I'm beginning to get suspicious that you've been eavesdropping on me, because I recently this week, gave a talk on being yourself and being that perfectly, so it's almost like, hmm, did Bruno eavesdrop on my speech? But hey, well said, well said. Now, let's just round up with a few more questions. This has been a fantastic conversation, I definitely have enjoyed speaking with you. Are there any books that you'd say you've drawn inspiration over the course of your career? You know, if so, what books are these? If you can share? Bruno Pešec:  Since the topics we have discussed today, were about innovation and a little bit of thinking better, I'll share three specific books. So, one for innovation. That is The Corporate Startup by Dan Toma, Esther Gons and Tendayi Viki, it is a great book, it's currently I would say one of the best books on both Innovation Practice and Innovation Management. So, I would definitely recommend it to everybody. It's a bit thick, but you know, you get actually two books in one. And another one, because to me, both Lean Agile Innovation, you know, they're all means to an end. If they become an end in itself, then that's when they become dogmatic. And what ties them all together is, you know, strategy. And the book I would heartily recommend, it's a, I would say, it's a bit underappreciated, is Game Changing Strategies from Constantinos Markides. It's a great book, so, he's a professor from London Business School, I think, or London School of Economics, I don't know, I keep mixing them. And he writes very well for an academic, you know, it's easy to consume a lot of examples. He makes business model innovation come to life. It's not just some theory, but it's specific examples, and for me, it's great because it shows you how to adapt. It doesn't have a lot of modules or anything, so it's more like looking at it and seeing okay, this worked, this didn't work, what's my case? And the third one, to better thinking. So, one great thing I read was that employees can make a bad CEO look great, so, employees can make anything work, bad decisions, bad management policies, you know, if they want to, they will make it work. At the same time, employees can also make the best strategies and policies go to nothing if they want to sabotage them. So, the last book is more on, I would say, for managers and leaders, and it's The Halo Effect from Phil Rosenzweig. What he talks about is exactly like what I mentioned with the survivor bias, but he talks about different views. Let's say that the gist of his book is by focusing on, you know, those perfect leaders with their halo, you become blinded, and leaders themselves become blinded, because they get confused, because they think that it is their ingenuity that created the result and not the employees and their skill. And you know, was Steve Jobs, the one who created everything? Ula Ojiaku: No Bruno Pešec: No, he definitely had some things that were good, he had some things that are horrible, but he had great people around him, they didn't come out of nowhere. Obviously, you could say the same for Elon Musk, Jeff Bezos, Bill Gates, or all the people that we consider, look at that that person, the halo around them. The risk for every leader and manager is to get deluded by their own success. And it's a lovely short book that will show you all these biases and delusions that can happen. I'll stop here. I think three books are enough. Ula Ojiaku:  I've had The Corporate Startup on my reading list, but the other ones, Game Changing Strategy, The Halo Effect definitely have gone onto my reading list now, which is already like this long. So, thanks for sharing those. Now, how can the audience reach you? How can the audience reach you, Bruno, are you online on social media? Bruno Pešec: So, I write a lot about innovation, strategy, experimentation, entrepreneurship, as well. You can find all of that on my website, www.pesec.no. It will be in your show note, as well, so you can find it there. I publish a lot of free resources, templates, sessions like this, webinars, writings, an E-book, etc. So, you can find everything there. I invite everybody who would like to connect on LinkedIn as well, but if you do then then please just drop in “Ula sends me.” Ula Ojiaku:  Well, more like “I listened to your episode on the podcast, and I'm reaching out.” Bruno Pešec: Right? They can make it as detailed as they wish. So, keeping it simple, that is where I share everything, and it's open and free. And I'm happy to share. You know, if you heard something in this conversation, please reach out to Ula or reach out to me if you would like any questions or any specific materials or whatever. Ula Ojiaku: Sounds great Bruno, thanks for that. Now, any final words for the audience before we wrap this up? Bruno Pešec:  Well, before the audience, for you, thank you very much. This has been a great conversation, very engaging. So thank you for creating this atmosphere and making this a very easy conversation. I believe, I mean, I enjoyed it so much, I would be surprised if the listeners don't take a little bit of our energy and conversationA and to the listeners, I just have one thing. So, you heard today a lot of stuff. There's a lot of great stuff to hear from Ula's other episodes, but the most important thing is start immediately, today, don't wait for the perfect moment. Take just one thing from today, and immediately discuss it tomorrow with the team or yourself, just one thing, it doesn't matter what, just immediately try it out. One step at a time. And, you know, a year from now we will look back and see what an amazing year you had. Don't wait for the perfect moment. Just start. Ula Ojiaku:  Fantastic. Well, that's very inspirational, I'm motivated to just go and conquer the world right now. Bruno it's been a pleasure speaking with you and I hope you would want to come back another time for us to have another conversation on this show. So, thank you so much Bruno. Bruno Pešec: Thank you, Ula, would be lovely. Ula Ojiaku: Great! Outro: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show.  I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.  

In deze aflevering een "101" over warmtepompen. Onze gast is Stijn Otten van HeatTransformers, marktleider en expert op dit gebied. Stijn liet een succesvolle corporate baan achter zich en richtte het bedrijf samen met compagnon Gijs op, uit frustratie over de traagheid van de energietransitie. Ze kwamen erachter dat de bottleneck helemaal niet in het installeren zit, maar dat er veel winst valt te behalen in de optimalisatie van het installatieproces. Door out of the box te denken ontstond een schaalbare oplossing met zowel eigen installateurs als installatiepartners in het hele land. We bespreken de voordelen, maar ook vaakgehoorde aannames over warmtepompen. Een verhelderend gesprek! In de Week van... komt het tweede boek van Esther aan bod. Net als haar eerste boek The Corporate Startup heeft ook Innovation Accounting een gold medal gewonnen bij de Axio Book Awards in de VS! Verder praten we over het nieuwe IPCC rapport, waar voor het eerst live een persconferentie over werd uitgezonden. En over Elon Musk, die 9.2% van de aandelen van Twitter heeft gekocht. Wat vinden we daar van? Tijdschema: 00:01:41 Stijn Otten van HeatTransformers over warmtepompen 00:12:42 Hoe werkt een warmtepomp eigenlijk? 00:33:37 Het tweede boek van Esther won een golden Axio Award in VS 00:40:53 We praten met columnist Dim over Elon Musk

Wir sprechen mit Daniel Radermacher, er ist verantwortlich für die Produktentwicklung bei Sense Guard. SenseGuard ist ein Corporate Startup der Lixil Gruppe und beschäftigt sich mit der Digitalisierung von Wasserleitungen. Wir sprechen darüber wie es gelingen kann ein Marktfähiges Produkt zu entwickeln im B2B Umfeld. welche Herausforderungen Sense Guard hatte und welche Lösungen gefunden wurden. Wie lange dauert es? Welche Phasen durchläuft man? Welche Teams werden wann benötigt? "Kunden und Entwickler näher zusammen zu bringen" - dies ist ein wesentlicher Erfolgsfaktor.

Dan Toma is an author and innovations expert as well as the Co-founder of Outcome, an innovation consultancy focused on supercharging leadership and corporate innovation performance. He wrote The Corporate Startup, a practical guide for companies that want to sustain innovation capabilities, and Innovation Accounting, a book that helps companies track the critical metrics associated with growth and innovation. Dan also holds a dual Master of Business Administration degree from Bradford University and TiasNimbas Business School. Dan joins me today to discuss how large organizations can grow through innovation and how they can track whether their innovations are effective. He shares how he stumbled upon the innovation industry and how the hiring process used to work. He explains the importance of innovating for relevancy and marketing. Dan also describes the benefits of installing an ecosystem for your business. "The organizations doing innovations the best are the ones that talk less about it." - Dan Toma This week on Innovation Talks: How Dan got started in innovation The complexities of the hiring process The purpose of a CV in the job-hunting industry Why companies need startup-like thinking and innovations Understanding whether an innovation is working for your company The purpose of metrics in innovations The benefits of having an ecosystem in place Dan's advice for those who want to propose innovation, but are not getting support from their leaders Resources Mentioned: Book: Eat, Sleep, Innovate: How to Make Creativity an Everyday Habit Inside Your Organization by Scott D. Anthony, Paul Cobban, Natalie Painchaud, and Andy Parker Connect with Dan Toma: Outcome Blog: Stop Chasing Unicorns Book: The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems Book: Innovation Accounting: A Practical Guide For Measuring Your Innovation Ecosystem's Performance Outcome on LinkedIn Outcome on Facebook Outcome on Instagram Outcome on Twitter Dan Toma on LinkedIn This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Dan Toma is an author and innovations expert as well as the Co-founder of Outcome, an innovation consultancy focused on supercharging leadership and corporate innovation performance. He wrote The Corporate Startup, a practical guide for companies that want to sustain innovation capabilities, and Innovation Accounting, a book that helps companies track the critical [...] The post Innovation Accounting and Corporate Startups with Dan Toma appeared first on Sopheon.

Esther Gons is the CEO and Co-founder of GroundControl, the reporting tool and software platform for disruptive corporate innovation. She is the co-author of The Corporate Startup and Innovation Accounting and the winner of the 2019 Golden Axiom Business Book Award as well as the 2018 Management Book of the Year Award. Esther [...] The post Corporate Start Ups with Esther Gons appeared first on Sopheon.

Esther Gons is the CEO and Co-founder of GroundControl, the reporting tool and software platform for disruptive corporate innovation. She is the co-author of The Corporate Startup and Innovation Accou

Esther Gons is the CEO and Co-founder of GroundControl, the reporting tool and software platform for disruptive corporate innovation. She is the co-author of The Corporate Startup and Innovation Accounting and the winner of the 2019 Golden Axiom Business Book Award as well as the 2018 Management Book of the Year Award. Esther is the CEO and Co-founder of NEXT Amsterdam, the Founder and Managing Partner of NEXT Startup Ventures, and an investor at European Super Angels Club. She is also an international speaker on corporate innovation, entrepreneurship, innovation accounting, customer development, business models, and lean methodology. Esther joins me today to discuss corporate startups. She highlights the topics covered in her playbook, The Corporate Startup. She reveals challenges and threats that corporations face and what it takes to innovate for the future. She discusses the dilemma of moving individuals in redundant positions across to the innovation team to prevent employee turnover. Esther defines innovation, startups, corporate venturing, and entrepreneurship.  “You need a strategy and a vision that's connected to your core and core innovation strategy to pull innovation off successfully.” - Esther Gons This week on Innovation Talks: What is driving companies to do corporate venturing The challenges, threats, and opportunities for corporations How to pull innovation off successfully by focusing on opportunities in the near future The surge versus execute business model and methodology Why it's important to connect your resources to internal startups to overcome external threats The kinds of people necessary for your innovation team and where to source them Esther's definitions of innovation, startups, corporate venturing, and entrepreneurship. Resources Mentioned: Podcast: Necessity for Innovation Accounting Connect with Esther Gons: GroundControl NEXT Amsterdam Book: The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems by Esther Gons, Tendayi Viki, and Dan Toma Book: Innovation Accounting: A Practical Guide For Measuring Your Innovation Ecosystem's Performance by Esther Gons and Dan Toma Esther Gons on LinkedIn Esther Gons on Twitter This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

In der neuen Folge der Handelszeitung Startup-Serie «upbeat» sprechen wir mit Raphael Thommen. Er leitet das Startup Profital, das Rabatt- und Angebotskataloge von Firmen digitalisiert. Das Besondere: Profital ist ein Corporate Startup, das sich aus der Schweizerischen Post heraus entwickelt hat. Welche Herausforderungen und Chancen das mit sich bringt, erklärt er im Interview. Der upbeat-Podcast ist Teil einer 360-Grad Serie - mehr Infos zu Profital finden Sie unter handelszeitung.ch/upbeat. Hosted on Acast. See acast.com/privacy for more information.

AAA Auto just entered the German market and we talk exclusively to the CEO

Dan Toma is an innovation thought leader and the co-author of two of my favorite books on innovation. The award-winning book The Corporate Startup, (awarded "Management Book of the Year for Innovation and Entrepreneurship" by Chartered Management Institute and The British Library in 2018) and his latest, Innovation Accounting. Dan started his career in entrepreneurship, being involved with technology startups across the world. Puzzled by the questions "Why are innovative products mainly launched by startups?," together with his team at the consultancy company OUTCOME, he focuses on enterprise innovation transformation. Specifically on the changes blue-chip organizations need to make to allow for new ventures to be built in a corporate setting. A big proponent of the ecosystem approach to innovation, Dan has also worked with various government bodies, in Asia and Europe, helping develop national innovation ecosystems and implement national innovation strategies. Most noteworthy is his work in the economic aid program of the Finnish Ministry of Foreign Affairs in Vietnam where he helped design and manage a nationwide business acceleration program and supported the capability development activities. Dan was also featured on the Thinkers50 2020 Radar list of "Management Thinkers to Watch," while also being a member of the World Economic Forum's working group on accelerating digital transformation. In this podcast he shares: Why the traditional financial metrics we use to manage our core business are inappropriate for measuring innovation.While many people say things like “you have to measure innovation differently” or “we need to start measuring learning rather than revenue for innovation to work,” Dan gives us really tangible, practical advice on how to measure the right things.He also argues that we should not be focused on big “moon shot” ideas and what we should be focused on instead.__________________________________________________________________________________________"There's a gap in the market. There's a lot that talks about employees.There's a lot that talks about customers, and then loosely we'll talk about them together. But what is the value? We went out and did some primary research, and we found that brands that do that really well in the U.S. is 1.8X faster growth rates. For a billion-dollar brand, it's a $40-million impact."-Dan Toma__________________________________________________________________________________________Episode Timeline:00:00—Introducing Dan Toma + The topic of today's episode2:32—If you really know me, you know that...2:50—What is your definition of strategy?4:40—What got you interested in strategy?5:27—What are you most known for?5:56—Could you tell us about how Covid-19 has shifted companies' approach to innovation?8:59—What are some of the pitfalls of financial accounting?11:10—Can you give us an indicator or metric that can help us gauge how much we're learning?12:50—How do you measure a learning? 13:30—What do people get wrong? 14:50—What's the error in measuring innovation of "moon shot" ideas?16:00—What's something you've changed your mind about?17:13—Could you describe the framework you lay out in Corporate Startup?18:36—How can people follow, find and learn from you?__________________________________________________________________________________________Additional Resources: Company page: https://weareoutcome.co/Twitter: https://twitter.com/danto_maLinkedIn: https://www.linkedin.com/in/dantoma/Books: https://weareoutcome.co/books/

Dan Toma is an innovation thought leader and the co-author of two of my favorite books on innovation. The award-winning book The Corporate Startup, (awarded "Management Book of the Year for Innovation and Entrepreneurship" by Chartered Management Institute and The British Library in 2018) and his latest, Innovation Accounting. Dan started his career in entrepreneurship, being involved with technology startups across the world. Puzzled by the questions "Why are innovative products mainly launched by startups?," together with his team at the consultancy company OUTCOME, he focuses on enterprise innovation transformation. Specifically on the changes blue-chip organizations need to make to allow for new ventures to be built in a corporate setting. A big proponent of the ecosystem approach to innovation, Dan has also worked with various government bodies, in Asia and Europe, helping develop national innovation ecosystems and implement national innovation strategies. Most noteworthy is his work in the economic aid program of the Finnish Ministry of Foreign Affairs in Vietnam where he helped design and manage a nationwide business acceleration program and supported the capability development activities. Dan was also featured on the Thinkers50 2020 Radar list of "Management Thinkers to Watch," while also being a member of the World Economic Forum's working group on accelerating digital transformation. In this podcast he shares: Why the traditional financial metrics we use to manage our core business are inappropriate for measuring innovation.While many people say things like “you have to measure innovation differently” or “we need to start measuring learning rather than revenue for innovation to work,” Dan gives us really tangible, practical advice on how to measure the right things.He also argues that we should not be focused on big “moon shot” ideas and what we should be focused on instead.__________________________________________________________________________________________"There's a gap in the market. There's a lot that talks about employees.There's a lot that talks about customers, and then loosely we'll talk about them together. But what is the value? We went out and did some primary research, and we found that brands that do that really well in the U.S. is 1.8X faster growth rates. For a billion-dollar brand, it's a $40-million impact."-Dan Toma__________________________________________________________________________________________Episode Timeline:00:00—Introducing Dan Toma + The topic of today's episode2:32—If you really know me, you know that...2:50—What is your definition of strategy?4:40—What got you interested in strategy?5:27—What are you most known for?5:56—Could you tell us about how Covid-19 has shifted companies' approach to innovation?8:59—What are some of the pitfalls of financial accounting?11:10—Can you give us an indicator or metric that can help us gauge how much we're learning?12:50—How do you measure a learning? 13:30—What do people get wrong? 14:50—What's the error in measuring innovation of "moon shot" ideas?16:00—What's something you've changed your mind about?17:13—Could you describe the framework you lay out in Corporate Startup?18:36—How can people follow, find and learn from you?__________________________________________________________________________________________Additional Resources: Company page: https://weareoutcome.co/Twitter: https://twitter.com/danto_maLinkedIn: https://www.linkedin.com/in/dantoma/Books: https://weareoutcome.co/books/

Amazon, Tesla, and FedEx did not see profit during their first five years, but their investors continued to put their trust in them until they finally hit their breakthrough. How did they make this happen? What motivated the investors to keep investing in these companies? How did they tell their stories? In this episode of Innovation Storytelling, Dan Toma, author of Innovation Accounting & The Corporate Startup, talks about innovation accounting, how it differs from regular accounting, and why it's a crucial tool in innovation storytelling.

After co-authoring the award-winning book The Corporate Startup, Dan founded the consultancy company Outcome. At Outcome, Dan is helping large companies transform to be able to grow for the future while running their today's core businesses. In this capacity, he worked with blue-chip companies around the world, most notably John Deere, Bayer, DNB, Indonesian Telekom, and DNV. In 2020 he was featured on Thinkers50 Radar List of management thinkers to watch. Currently, Dan is writing a second book aimed at helping companies measure innovation; Innovation Accounting will be available in bookstores in September 2021. Learn more about Dan and his Book - Click Here

Well-established companies are born out of innovation, and will continue to thrive with innovation. But why do big companies sometimes struggle to innovate and break new boundaries?  This week on Innovation Storytellers we have Tendayi Viki, Author of Pirates In The Navy and Associate Partner at Strategyzer. In this episode, he shares the factors that make innovation work, what it takes to get people to rally behind an idea, and the important role of corporate intrapreneurs in the pursuit of innovation. He also talks about creating business models and ecosystem designs for innovation. GUEST BIO Tendayi Viki is the author of Pirates In The Navy and Associate Partner at Strategyzer where he helps large companies to innovate for the future while running their core business. Tendayi was previously the Director of Product Lifecycle at Pearson, A FTSE100 global education company. He co-designed and helped implement Pearson's Product Lifecycle which is an innovation framework that won Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi holds a Ph.D. in Psychology and an MBA, and has written three books: Pirates In The Navy, The Corporate Startup, and The Lean Product Lifecycle. He is also a regular contributor at Forbes Magazine.

As big companies turn into larger corporations, they tend to lean more towards optimization and stability, instead of continually experimenting with novel ideas. This lack of friction in larger companies also becomes their weakness as they lose their drive to innovate. For Fred Schonenberg, CEO and Founder of VentureFuel, this is where the role of smaller, more radical startups comes into play. When big, stable corporations partner with these startups, they are able to spark innovation. In this episode of Innovation Storytellers, Fred talks about the magic that happens when big and small companies work together towards creating innovative products.

Host: Ken Valledy (Partner/Co-founder at Progressive)Progressive helps organisations unlock and commercialise new growth opportunities more rapidly than their competition and more effectively than traditional innovation programmes.The Catalysts Podcast focuses on the key benefits of corporates and startups working together and how these partnerships can become a catalyst for change for the future. In each episode we will discuss a key topic area behind these partnerships with either a startup or a senior corporate stakeholder.In today's episode, I want to address one of the big ‘elephants in the room' within large corporations and that is how to make Innovation work (with start-ups). Within large corporations, Innovation seems to open up a ‘Pandora's Box' of questions - what does Innovation mean, who is responsible, what can it deliver, what can't it deliver, what are the key factors to be considered etc and the questions go on. So what does successful Innovation look like in some of the world's leading corporations? To help me in this quest, I am really pleased to have as our guest Andrew Backs, Founder and Chief Innovation Strategist at Pilot44, a SF based company that revolutionizes the way big companies (like P&G, Nestle and Sanofi to name but a few) innovate and grow.  Andrew and I discuss many areas, including the many 'waves' of corporate innovation and what the '3rd Wave' could look like in a few years time.Andrew's contact details:Email: andrew@pilot44.comWebsite: https://www.pilot44.com/LinkedIn page: https://www.linkedin.com/in/andrewbacks/To find out more about Progressive, please contact us on:Email: Ken@thisisprogressive.comWebsite:  https://www.thisisprogressive.comLinkedIn: https://www.linkedin.com/company/18066213/admin/Twitter: https://twitter.com/Progressive_HQ

Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books: Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes. In this episode, Tendayi discusses with Kaihan why innovation has to follow strategy and how you can become a pirate in the Navy (or an employee entrepreneur) to create new innovative solutions.__________________________________________________________________________________________"One of my pet peeves is when I meet heads of innovation and they say, 'My job is to let a thousand flowers bloom. There's no such thing as a bad idea.'and I just think that it sounds good in a sense that you want to democratize innovation, and yet it's very rare that I've ever found any innovation that is succeeded without some strategic connection."-Tendayi Viki__________________________________________________________________________________________Episode Timeline:00:00—Introducing Tendaya Viki + The topic of today's episode1:20—If you really know me, you know that...2:04—What is your definition of strategy?3:07—What got you interested in strategy?5:13—Which comes first—strategy or letting ideas bloom?6:18—What would you say you're most known for?8:15—What story best illustrates why your concept is so important?9:47—Could you explain your concept of "Pirates in the Navy?"12:09—What framework or idea has been most impactful for you?12:56—What's your favorite framework or tool that you like to use?14:40—What are you working on now?__________________________________________________________________________________________Additional Resources:Tendayi's Books

Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books: Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes. In this episode, Tendayi discusses with Kaihan why innovation has to follow strategy and how you can become a pirate in the Navy (or an employee entrepreneur) to create new innovative solutions.__________________________________________________________________________________________"One of my pet peeves is when I meet heads of innovation and they say, 'My job is to let a thousand flowers bloom. There's no such thing as a bad idea.'and I just think that it sounds good in a sense that you want to democratize innovation, and yet it's very rare that I've ever found any innovation that is succeeded without some strategic connection."-Tendayi Viki__________________________________________________________________________________________Episode Timeline:00:00—Introducing Tendaya Viki + The topic of today's episode1:20—If you really know me, you know that...2:04—What is your definition of strategy?3:07—What got you interested in strategy?5:13—Which comes first—strategy or letting ideas bloom?6:18—What would you say you're most known for?8:15—What story best illustrates why your concept is so important?9:47—Could you explain your concept of "Pirates in the Navy?"12:09—What framework or idea has been most impactful for you?12:56—What's your favorite framework or tool that you like to use?14:40—What are you working on now?__________________________________________________________________________________________Additional Resources:Tendayi's Books

In this Forever Employable Story, Jeff Gothelf talks to Tendayi Viki who made the major leap from Academia into tech after noticing a need for usability researchers and to stem the concern about being able to rely on traditional employment. Because often, opportunity meets preparation, Tendayi dove deep into the lean start-up community, volunteering his time and expertise to establish his authority and reputation as an expert which, over time, allowed him to develop his own content, audience and practice as an innovation consultant. You'll hear Jeff and Tendayi talk about: How Tendayi reinvented himself after leaving Academia  Leveraging the Stanford name and relationships into Silicon Valley boardrooms.  Mitigating the risks that comes with changing careers. The importance of reputation building and how to make it part of your regular schedule. Transitioning to more virtual work during the coronavirus pandemic. Why you need to recognize blessings when they come – and work with them. In the Forever Employable podcast, host Jeff Gothelf shares stimulating, impactful stories and interviews with successful professionals as he prepares to launch his new book. It is his aim to provide listeners with the actionable insights to take them from professionally fit to forever employable.  Watch the full conversation between Tendayi and Jeff. Resources Jeff Gothelf on LinkedIn | Twitter JeffGothelf.com Pirate in the Navy and The Corporate Startup by Tendayi Viki Tendayi Viki on LinkedIn | Twitter

Episode Summary: In this episode Dr Sharon Tal and I discuss how the book she co-authored with Prof Marc Gruber, ‘Where to Play' complements the Lean Start Up movement and Design Thinking. She also explains how the Market Opportunity Navigator could benefit large organisations as well as start-ups.   Bio: Dr. Tal helps entrepreneurs and managers identify, evaluate and prioritize market opportunities for their business. Together with Prof Marc Gruber she wrote the book ‘Where to Play' to help companies choose a promising strategic focus and move forward with confidence. Dr. Tal is the co-founder and former Executive Director of the Entrepreneurship Center at the Technion, Israel Institute of Technology, and a Senior Lecturer in Marketing and Entrepreneurship. She runs courses and workshops in accelerators and universities around the world, and serves as a mentor in many organizations that aim to help budding entrepreneurs. Sharon has vast experience in marketing, as she served as a marketing manager for firms in several industries, as well as extensive experience in strategic consulting. Her PhD research looked at market entry decisions of hundreds of startups and its consequences on firm performance and flexibility. Website/ social media: Where to Play website: https://wheretoplay.co/ Sharon's LinkedIn: https://www.linkedin.com/in/sharon-tal-itzkovitch-a390414a/ Where to Play LinkedIn: https://www.linkedin.com/company/wheretoplay/ Twitter: @WhereToPlayCo   Books mentioned in this episode: [NOTE: We currently bear all costs for organising, producing and hosting the podcast series. To help us offset costs, would you consider purchasing the mentioned books via our Amazon affiliate links below? Doing this could give us a commission from Amazon at no extra cost to you. Thank you!] Where to Play: 3 Steps to Discovering Your Most Valuable Market Opportunities by Marc Gruber and Sharon Tal End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business by Rita Gunther McGrath Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems by Tendai Viki, Dan Toma & Esther Gons Four Steps to the Epiphany: Successful Strategies for Products That Win by Steve Blank The Lean Startup: How Constant Innovation Creates Radically Successful Businesses by Eric Ries Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder & Yves Pigneur Value Proposition Design: How to Create Products and Services Customers Want by Alexander Osterwalder & Yves Pigneur Building a Story Brand: Clarify Your Message So Customers Will Listen by Donald Miller   Articles: Steve Blank's Blog on Where to Play https://steveblank.com/2019/05/07/how-to-stop-playing-target-market-roulette-a-new-addition-to-the-lean-toolset/ Steve Blank's 2nd blog on Where to Play: https://steveblank.com/2020/06/23/winners-rising-out-of-the-crisis-where-to-find-new-markets-and-customers/   Interview Transcript: Ula Ojiaku:  01:16 So, we have with us today, Sharon Ta1, who is the co-author of the book Where to Play. Sharon, thank you so much for making the time to be our guest on this podcast. Sharon Tal:  01:28 My pleasure - hi, Ula! Ula Ojiaku:  01:30 Hi! So, let's start! I did a bit of research, you know, just to find out a bit more about you before this conversation and I Googled (the name) Sharon Tal - it seems like it's a very popular name for famous people. So, I saw an actress who is famous and a notable TV producer who used to be with Amazon… What do you think about that? Sharon Tal:  01:53 Actually, that's a unique question Ula - original one. So it's true - Sharon is a very popular Israeli name. I come from Israel, and it's a very popular Israel name, especially for women around my age. The meaning of Sharon is actually a geographical area in Israel. And I've never been the only Sharon in class, university, work, wherever. And of course, there are many others with even the same surname. So, I'm used to some of these confusions by now. Ula Ojiaku:  02:26 Okay, I love the name. And I remember seeing the reference to it for the first time in the Bible, you know - the Rose of Sharon. It has a significant meaning to me as well. Sharon Tal: 02:36 Thank you. Ula Ojiaku:  02:38 You are a very accomplished person, having written the book, the significant work you did with your PhD that culminated in the co-authoring of the book, Where to Play with Professor Marc Gruber. And yet in my limited interaction with you, you come across as a very personable, down to earth person, very easy to communicate with.  Can you tell us a bit about your journey so far? How did you get to where you are currently? Sharon Tal:  03:05 Well, first of all, thank you for the warm words. And always nice to hear that other think you are well-accomplished. I started my journey as a Marketing Manager. But at some point, I wanted to go back to study masters thesis in Strategic Management. And I went back to where I did my first degree, which is the Technion Israel Institute of Technology, and I kind of fell in love with the academic field and a great place to stay, especially when you have kids at home. So, after I finished my masters thesis,  I stayed in the university and I co-founded the Entrepreneurship Center there. So, then I was managing the Entrepreneurship Center at the Technion and that's where I got to learn so much about the entrepreneurial journey and meet and consult with hundreds of early-stage startups and entrepreneurs - especially technology entrepreneurs. And during that time, I noticed that there is a challenge that is very common to many of them and that was figuring out which market to pursue with their innovative idea. And given that I was coming from a marketing background, I wanted to help them find a structure for this decision, and we couldn't find a good tool. So eventually, I decided to do my PhD on this topic. And we looked at hundreds of early stage startups and how they managed this trade off, this question of where to focus, and how to focus properly. I'm telling you all this because it's just a step-by-step process in my career that at the end led me to have this deep know-how and expertise in figuring out how to focus properly for and find the best market. So, given all this academic and practical understanding, at the end, we decided to write this book and develop this methodology, the market opportunity navigator to bring this know-how, which is (the) theoretical and practical, together to the practitioners. At the end, that's my career story and today, I work mainly when training this methodology, either in academic institutes or early stage entrepreneurs' programs, for budding entrepreneurs, and also larger organizations and innovation managers. Ula Ojiaku:  05:25 Okay, so that means you are open to like consulting with either budding entrepreneurs or large or small organizations. Sharon Tal:  05:34 Correct. Only thing I want to refine here is it's not exactly consulting. As far as I said, it's more of a facilitation, so I facilitate the process with them. The difference is, as a consultant -  and I used to work as a consultant in the past - you don't only ask the questions, you also bring the answers. When you facilitate a process, you help the team ask the right questions, but they bring the answers to the table, and then you'll help them digest and make the right decisions out of that. So, that's what I mainly do today I think, facilitation rather than consulting. Ula Ojiaku:  06:13 I like the way you've differentiated the term, ‘consultants' and you've emphasized that you're more of a facilitator. That gives me the impression that it's more about you drawing out the information or the answers that they already know that's within them - because they know their context better than you ever could - having been there. But you are helping them to draw out the answers and helping them to use the tool adequately in their context. Sharon Tal:  06:41 Correct. Ula Ojiaku:  06:42 Ok, thanks for the clarification Sharon. What would you consider as the main challenge you've experienced in your career or personally? Sharon Tal:  06:51 Yeah. Okay. So, let me divide this into two. So professionally and personally. From a professional perspective, I think the most challenging part was to bridge the gap between academia and the practical world. In a way, I was blessed to have prior experience in both. And when we started to write the book, we also thought it's going to be quite easy to find a way to bridge this gap. But it took us much longer than we expected, because it's very challenging to find the middle ground between being thorough enough and simple enough. And that's the challenge of combining theories, and bringing them to - in a very simple, appealing way - to practitioners. So, from a professional perspective, I think that's the main challenge. From personal perspective. But that's not only me, I'm sure that many women in general, I think the main challenge always has been to balance life and career, especially having three kids at home and finding the way to be both a good professional and a good mother and wife. So that's always the thing for me. And almost every decision that I've made in my career was somehow made having this challenge in mind. Ula Ojiaku:  08:15 I totally empathize. I mean, you're a little bit ahead of me, because I have a nine-year-old and a seven-year-old and… Sharon Tal: 08:23 They will grow. Ula Ojiaku:  08:25 They will and they are, I mean, things are much better than when they were in diapers, certainly. But I've found myself having to make decisions professionally, that take into consideration how it's going to affect them, especially at their age. Yes, so I've made sacrifices and compromises and I'll do it all over again. Sharon Tal:  08:48 So, would I. So, would I, so I am proud of my sacrifices. I think they were right. So, I would do it all over again. Ula Ojiaku:  08:56 They're not always young, like you said, and that gives me hope - they'll grow up and give us freer times. Now moving on to… so moving on to your book, Where to Play. I've already had a very good chat with your co-author, Professor Marc Gruber. And he gave us an overview of the work you'd done and what the market opportunity navigator is all about. For the audience members who are yet to listen to this and just as a recap, can you give us a recap of what this is (about) please? Sharon Tal:  09:26 Sure, so the book Where to Play presents a structured methodology or framework if you want that is called the market opportunity navigator. This process helps entrepreneurs and business managers to find or discover the best market opportunities for their innovation. Think about any almost any technological innovation or idea that you have or even existing business line of company, they can always apply it to create different offerings or address the needs of different types of customers. So, the process helps you with three steps. First, it's about identifying; discovering different market opportunities for this innovation. What type of applications, I can stem from your core abilities, and who may need it - in any combination of application and customer is a market opportunity for your company? The second step is the evaluation step. So, you need to be able to comprehensively assess the attractiveness of these different directions, or different opportunities, either if you're an early stage startup, or if you're looking for the growth engines for your venture for your company. So, the second step helps you to systematically evaluate the potential and the challenge of every market opportunity on your plate and compare them visually. And the third step is about prioritizing. How do you compile all this information that I'm learning to set a smart to design a smart strategy for your company, a strategy that can utilize this multiple market opportunities in your favour? So, if you are an early stage startup, you can utilize these multiple opportunities to set your backup and growth options and keep them open for the future. If you're a large organization, you can utilize these multiple opportunities, to design a portfolio of growth options - those that are a little bit more related and more far out from your existing business line - to create this balanced portfolio of growth or growing options. Just to summarize this three-step process, and very structured because every step has a dedicated worksheet to help you go through this decision making. So, it's very easy, in a way very easy to apply either as a sole manager, but also in a team. Probably one of the main benefits is that it creates a shared language or communication tool. You can now walk through this strategic design or strategic process in a very systematic way, involving different people, or employees or stakeholders. Ula Ojiaku:  12:09 Thanks a lot. That's a very good overview. Just tying to that, because you said it could be used by you know, both individuals and small and large enterprises. So, for large organizations, how could the market opportunity navigator benefit large organizations? Sharon Tal:  12:37 Yeah, it's interesting, because, you know, when we started developing this tool, we had startups in mind, and it was actually based on our deep, you know, research for how early stage startups make decisions. But very quickly, we figured out that large organizations also need a structured process to identify their next growth opportunities. And some of them, of course, already apply some processes, but they are not always  comprehensive and some of them are just doing this messy decision-making process with no systematic practices. And that creates a little bit too much emphasis on luck rather than systems. Ula Ojiaku:  13:09 And sometimes, it's really about the most senior person who is just, you know, pushing it (their agenda) or the loudest, right? Sharon Tal:  13:16 Correct. Definitely, right. Definitely, right. So, so I think the very first thing to keep in mind is if you have a structured tool that can involve different types of employees and managers and manager levels. In this process, it's very valuable. Now, the thing that we've found most beneficial for larger corporates when they use the market opportunity navigator is actually the identification phase. So, let me explain why. Many times, managers are bounded within their existing industry lines. And today, we know from different books and different studies, including a very good one by Rita McGrath that industry lines are quickly blurring, and competitive advantage is very temporary. And therefore, organizations need to find and identify opportunities, not necessarily within their existing industries. So, they actually need to learn how to break out from existing industries and think wider. And that's a challenging process. So, the first step of the Market Opportunity Navigator helps you to first characterize your core strengths or core abilities in their own right. And then think how you can combine or recombine them in different ways to create completely different offerings, for completely different market segments or market opportunities. That really helps you to think outside your limited industrial boundaries. And what we see happening many times is, these structured brainstorming sessions are very powerful. You can use them to analyze your core strength and think what else you can do with it. It's like an exercise in cognitive flexibility. But you can also use this to ask yourself, okay, now that I've listed this core strength, what if I had a new one? What if I developed another core element in here? For example, blockchain abilities, whatever, okay, and how would that open up different opportunities for my company? So, it's a semi-structured discovery process, which is very powerful to help companies discover their opportunity arena. So, an arena is a concept again coined by Rita McGrath that said, don't forget your industries, think about your larger opportunity spaces or arenas, and that discovery process is very valuable in this manner for this specific issue. Now, also, I think, larger organizations are looking for ways to bring in entrepreneurial mindsets and entrepreneurial imagination. So, using these tools which were originally tailored for startups and bring(ing) them into their meeting rooms is actually very nice. You can put this thing (the Market Opportunity Navigator template) on a wall, you can use sticky notes, you can run these brainstorming sessions. It's fun, it's enjoyable, it's engaging. And I think large corporates could definitely find the benefit in this approach as well. Now, another thing to keep in mind probably is that once you discover opportunities with this first step of the Navigator, the second one helps you to quickly distinguish or characterize them based on the potential that they bear for your company and the challenge in pursuing them. So, you can very quickly or you can characterize or distinguish between these ideas, and find your goldmine opportunities - those that are higher on potential and relatively low or manageable on challenge. You can also use this to find your quick wins, which are maybe modest on potential but relatively safe. And actually, quick wins have a good benefit in larger organizations because they help make the change. If you start your process with applying some or pursuing some quick wins, you get the buy in of stakeholders' entire management more easily. And you're on your way to a larger change in the future - for your moonshot's opportunities, for example, in the future. So, I think that's maybe another benefit to keep in mind. Ula Ojiaku:  17:48 So, Sharon, can you define what you mean by a moonshot? I mean, goldmine sounds like it's something that would be potentially highly profitable, with medium to minimal effort on the part of the organization. And there is the quick win, you know, the low hanging fruit, which is easy-to-get medium-sized opportunities, but it's easier to implement and get but what would be a moonshot? Sharon Tal:  18:12 So, you're definitely right with your interpretation. The moonshot opportunities are those with a high potential, but also extremely high challenge. Now many breakthrough innovations or if you think about large corporates, breaking beyond their existing business lines, beyond their existing customer segments is challenging, but you want to have those in your portfolio as well. Right? So, that's when we talk about the attractiveness of different opportunities. We categorize them based on these two dimensions: potential and challenge. And moonshot is one of these quadrants, you know, matrix. Ula Ojiaku:  18:47 Okay, you mentioned Rita McGrath's book, were you referring to The Competitive Advantage? Or is there any other book…? Sharon Tal:  18:54 Yeah, so she has actually two books that relates to this topic. One is The End of Competitive Advantage, exactly the one you mentioned, where she talks about the fact that competitive advantage is very temporary these days, and companies must be able to explore new opportunities all the time, and move quickly, or reconfigure their assets quickly to move from one opportunity to the other. And the Market Opportunity Navigator helps you to do just that. How do you leverage your existing abilities and core strengths to completely new opportunities? The other book that was recently published is Seeing Around Corners, where she provides some more guidelines on how to identify when disruption is coming into your industry, and then you need to quickly figure out what to do with that. Ula Ojiaku:  19:52 Okay, okay. That's great. You've beautifully explained why the Market Opportunity Navigator would be beneficial to large organizations as well, even though it was originally put together, synthesized for startups, for entrepreneurs. How does the Market Opportunity Navigator complement the Lean Startup cycle? Sharon Tal:  20:14 Yeah, yes, that's actually a great question. Because when we designed it, we didn't want to (re-)invent, you know, the wheel. We wanted to join the Lean Startup movement. But we felt that the tools of the Lean Startup customer development process, the Business Model Canvas, the Agile development - all of these tools are very good to quickly find your product-market fit within a market domain, or pivot quickly if you find out it's the wrong one. But what they don't tell you is where to actually start digging in, where to actually start your customer development process. And that's where the Market Opportunity Navigator comes in, and there was recently a blog published by Steve Blank, the father of Lean Startup, where he actually talks about the key addition of the Market Opportunity Navigator into the Lean Toolset. The idea is that the Market Opportunity Navigator helps you to figure out where to play, find out this market domains where you can dig in or you can have some businesses. And then the Lean Toolset helps you to zoom in and figure out how to play. And you can very quickly experiment and refine and figure out your business model within the market domain. So, it's the wide lens perspective to help you define the boundaries for your lean experimentation. Now, one thing to keep in mind that at the end of the day, this is a very iterative process, right? You zoom in and zoom out, you can do this wide lens analysis, figure out the domain, zoom in with the lean experimentation, use these great Lean Startup tools, learn and go up and reflect again, on what you've learned with this wider reflection tool, which is the market opportunity navigator. So, definitely complements these great tools in the title, interestingly, the title that Steve Blank gave to this post is ‘Stop Playing Target Market Roulette', so use this systematic process to define the boundaries of your lean experimentation. Ula Ojiaku:  22:26 Steve Blank actually mentioned your book as well, when I interviewed him, he had high praises for it in terms of how it helped with structuring…at least giving startups a targeted view of where to focus on. I also get the sense that the Navigator ties in quite well with Design Thinking, because it's not about being haphazard. It's really about adding some rigor and structure to how you determine where you play. So, can you tell me a bit more about how the Navigator complements Design Thinking? Sharon Tal:  23:01 Sure. So, first Design Thinking has very, some very, you know, common elements with the Lean Startup, especially when we talk about prototyping and experimenting, validating an idea early on in the market. The key issue for me in Design Thinking is the first steps of customer empathy. So, identifying new opportunities, by putting yourself in the shoes of different customer segments. Now, I think this is actually a great methodology to discover new opportunities for your company. And the reason it complements the market opportunity navigator is because the navigators actually don't start with empathy with customer, it starts with what are your core strengths or abilities, and how can you leverage them to create different or to address the needs of different types of customers. So, at the end of the day, to have a good opportunity, it has to have these two ends, it has to have a clear need from the market. But also, you should be able to address these needs with your core strengths and abilities. So, the discovery process can begin with putting yourselves in the shoes of different types of customer like Design Thinking. But it could also begin with figuring out what's your core abilities or technological elements, and how you can reconfigure them differently. At the end, you will need to tie both ends anyway together to have an opportunity. My main way of looking at this is that they are different perspectives for identifying new market opportunities for the company and both are excellent. And then you create this multiple set of opportunities and you move forward to evaluating and prioritizing them. Ula Ojiaku:  24:52 It gives me the impression that you could start using the Design Thinking and putting yourself in the customers shoes, but you could start from evaluating your strengths, and also understanding what the customer needs. And then finding that, you know, that happy place where what you have, can adequately meet customer's needs or demands. Sharon Tal:  25:12 Exactly. And now, this is a process that it's a discovery process, and it takes time to find and the great thing is, by having multiple opportunities or a large set of opportunities is a real asset for your company. Because at the end, it will help you to find those most promising fertile grounds. So, you can definitely use both methodologies to bring in as many ideas as possible and then start validating them, be able to make sure that you have some good options on your table. Ula Ojiaku:  25:48 So how would you balance this though, because you could go on analyzing, how do you prevent yourself from going into analysis paralysis versus acting and knowing when you've done enough? Sharon Tal:  25:56 Yeah, good, good question. Okay, so I think the first thing I would say I would recommend is, again, is to have a structured process - adopt a structured process. Understand, how do you plan to actually bring the data or the evidence in to make a choice, but you also need to understand that even if you have a systematic process, it doesn't give you a crystal ball to know the future. So, you also need to learn to live with uncertainty because the business world is unpredictable. Innovation is unpredictable. So, my suggestion would be, use a systematic evaluation process, clearly define your criteria and in line with the Lean Startup, start with your assumptions and prepare a clear action plan how you're going to bring evidence to support these assumptions. And at some point, just compile all the data that you have, and make a decision. And one thing that we have learned is that, it's often difficult to compiled all the data that you have to have to create a clear pattern out of this. So, you send your employees, you send your teams to gather information, to talk with potential customers, to do market research on the competitors on different landscapes of opportunities. But how do you then compile all these bits and bytes of information into one clear image or pattern? That's I think, one of the challenges where the market opportunity navigator comes in handy, because it helps you to first be very systematic about the consideration, the criteria, and also consolidate these different factors into one simple image that we call the Attractiveness Map. Ula Ojiaku:  27:53 It kind of brings to mind Alex Osterwalder book on Value Proposition Design and Testing Business Ideas So, there are concepts that I believe that could also help with a structured approach to processing the data collected to help with decision making. What's your view on that? Sharon Tal:  28:11 Oh, yeah, you're definitely right. Again, I think different tools help you to do different jobs. And the tools like the tools by Osterwalder and Pigneur, and his new book on how to test your ideas. They're all really great resources to help you validate these opportunities, make sure you have a scalable, repeatable business in there. And that's why I said it's a ‘zoom in and zoom out' type of process. And in the book, we actually also describe how these tools go together in a very complementing manner, especially because they not only help you to zoom in, but also to validate your initial potential and challenges. Ula Ojiaku:  28:58 So, let's move to the next part of this conversation. So, what books would you recommend to someone who wants to learn more about the topics we've discussed? Where to Play is the key one, but what other books would you recommend? Sharon Tal:  29:13 Yeah, okay. So, first of all, it's the trivial ones, those that are, you know, the, on the top of the list of the lean processes like the initial book by Steve Blank, and the books by Osterwalder and Pigneur, which described the Business Model/ Value Proposition Canvases, and of course, Eric Ries lean startup, these are the basic ones for the lean processes. I think it's challenging a bit to bring this startup methodologies into larger corporate settings. So, one book that I find that does it quite nicely is The Corporate Startup, by Tendai Viki and Dan Thomas. And they, they translate this process that comes from small organizations into processes, which are adequate for larger corporates and I think that's quite an interesting read. On a different perspective, I recently read a book called Building a Story Brand by Donald Miller, which talks about how to clearly phrase and define your messages within a specific market. So, I think, once you have done this search, validated it and decide to focus on pursuing a specific market opportunity, this is a very valuable next step read, because it really gives you a good perspective on how to simply explain your message and convey your message. Ula Ojiaku:  30:55 Well, thanks, Sharon. If any member of the audience wants to contact you, how can they reach you? Are you on social media? Do you have a website? Sharon Tal:  31:02 Yeah, sure. So, the natural first pass is our website. It's www.wheretoplay.co and then we have all the information about the Market Opportunity Navigator. You can download the worksheets and the Navigator for free. You can read all these posts and articles and examples and case studies and also about the book. So, there's a lot of information and resources out there. Actually, we also have free slide sets and materials for mentors, for consultants, for managers that want to run brainstorming sessions around this. So, there's a lot of materials out there and it's almost all for free except for the book of course. And then you can find me on LinkedIn, both my personal account, and its under Sharon Tal Itzkovitch and Where to Play, we also have a where to play account on LinkedIn. And I'm also active on Twitter under Where to Play, so you can find me on wheretoplay on Twitter. Ula Ojiaku:  32:05 Okay, I'll add all these links to the show notes. So, thanks a lot, Sharon. So, any final advice to the audience? Based on what we've discussed so far for someone or an organization starting off in their lean innovation journey? What would be your advice? Sharon Tal:  32:28 Oh, wow! Maybe the one key thing to keep in mind is that it's a continuous work. It's a continuous process, innovation and exploration never ends actually, for and doesn't matter if you're a startup or a large corporate. And given that it's a continuous effort. You need to make it a habit, and you need to make it iterative. And I think the more you're able to put systems and structured processes inside this, the easier it gets to make it iterative and to make it a habit. That's my advice. Ula Ojiaku:  33:08 That's a great advice. So, innovation and exploration never end. Make it a habit. Make it iterative. Yes. That's great. Fantastic. Thank you so much once more, Dr. Sharon for taking the time for this chat. It's been a great pleasure having you. Sharon Tal:  33:24 Thank you very much Ula for hosting me and it was my pleasure as well.

If you are wondering how to drive and succeed with corporate innovation, then you want to listen to today's episode, as I speak to the well-known innovation leader, Tendayi Viki, about just that.Tendayi is an associate partner at strategyzer, an academic, a winner of the prestigious thinker50 award, a regular contributing writer to Forbes, an innovator an award-winning author of three books, the Corporate Startup, the Lean Product Lifecycle, and the book which we are discussing today, Pirates In The Navy. In today's episode, we speak about,Tendayi's favorite definition of innovation.What distinguishes entrepreneurs from corporate innovators?The myths of innovation Why large corporates struggle with innovation and how to fix that?What do leaders need to do to drive innovation successfully? Approaches to fast-track innovation Why culture of innovation matter?Why corporate innovators leave and how to fix that?In defense of middle managers who stifle innovation When Innovation Centres become like a theatreLinks:Pirates In The NavyIn Defense Of Middle Managers Who Stifle InnovationThe invincible companyOriginals 

I discovered Tendayi Viki during a Strategyzer masterclass on building resilient companies. We talked about: What company cultures are more likely to ride the wave of disruption well. We discussed sustainability, growth and transformation What type of pirate we should be to make changes happen. Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books; Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes.