Stop Blaming The Culture. Check If Your Business Models Have Long Expired.

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I walked into an event last week in San Francisco to a panel discussing how culture is everything when it comes to innovation. I had to interrupt, because they didn’t really know what they were talking about. Everyone puts an emphasis on culture – understandable, as it’s an easy target to blame as the biggest and single root cause of a company’s inability to reinvent themselves.

I’ve talked to many strategists in my company, telling them that no one should be writing any whitepapers on cultural change, as they have no idea what it means. It’s easy to say that something is a culture problem, and that transformation is needed. But no one knows the “how” – and the “how” is not that simple. At the core of that is…
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Corporate Turnaround? Here’s What You Should Do To Get Your Organization Out From A Crisis.

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If you look around, you’ll notice many once high-flying companies get stuck. They are either in a downward spiral or simply experiencing a slow death. Instead of looking for creative ways to break out, many choose the safest paths of cost cutting and settling in order to fix yesterday’s problems – but they aren’t taking advantage of tomorrow’s opportunities for a bounce back. Boards and C-suite executives need to start a new dialogue about the complex and wicked challenges ahead of them. This takes strategic foresight and resilience.

Resilience, says psychologist Robert Wicks, is “the ability to learn from and rebound from challenges, adversity, and stress.” When you’re resilient, you’re able to keep going mentally and physically in spite of the…
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The End Of Strategic Planning And The Rise Of Strategic Foresight.

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Strategic planning has long become less tenable to structural change. As the pace of change accelerates, the false belief that planning can support this is becoming an impediment to, rather than a tool for, attaining corporate objectives. Strategy development is often the least understood. It’s also a frustrating undertaking for many, and doing calendar-based forecasting is the easy part – as long as you ignore key strategic issues. Once these strategic issues are surfaced, however, it becomes very difficult as discussions switch to potential disruptions and even the survivability of the business.

What happens most often is that, at the end of this expensive, painful, and time-consuming process, many executives are still frustrated by its lack of actionable conclusions on either their…
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How Do You Make Managerial Decisions? Must Read For First Time Managers.

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Manages and executives make decisions on an hourly basis, addressing everything from operational issues to strategic issues. The decision-making process of a manager can be broken down different styles and not mutually exclusive and some are more calculated, intuitive, and even irrational. From the moment we get up every morning our decisions skills (born and adopted) are being tested. What are the key decisions that can shape the company’s future? Or for some, what decisions I need to avoid making today?

Classic economist theory tells us that rational human beings should make decisions that have a positive long-term effect on their wellbeing. You know how true that is? And of course, anyone who has ever bought anything luxury…
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5 Most Common Myths About Digital Transformation You Should Know About.

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C-suites are finally coming around to the realization that digital is not just technology, and it’s not a channel either. There are many definitions of what digital transformation really means, as well as the speed, scale, and scope. The messages are nothing new, but the implications and bets are high. Most of the energy and resources invested over the last five years in digital (which already sounds dated) were on the outer layer of the digital onion. But the more you peel away, the more you realize that transformation needs to go all the way to the core. Most companies are digitally equipped, but powered by an analogue core. It’s like playing at Wimbledon with wooden tennis racquets while…
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Idea Couture Announces New Management Structure.

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FOR IMMEDIATE RELEASE

San Francisco / Toronto / London – April 1, 2016

Idris Mootee, Idea Couture’s CEO who co-founded the design thinking strategic consultancy with Scott Friedmann and Cheesan Chew with the mission to bring “Design Thinking and Advancing the Human Experience to Business Strategy,” is announcing a new management structure.

Today, the company announced new additions to the executive leadership team, who the board has chosen to lead the organization into the next phase of its growth and success. The new team balances continuity in key positions with the elevation of the next generation of emerging leaders from within the company, as well as world-class non-human talent from outside of Idea Couture, making the company the world’s first to admit…
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Want To Be A Game Changer?

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Everyone is searching for a game changer. In a dorm, a basement, a bedroom, a lab, a hip co-working office space or a tiny start-up, someone, somewhere is just beginning to really give shape to an idea they’ve had for a while. It could be a product, a platform, a service, an experience, or a new category of thing-ness that we have not yet envisioned. It could help us do something, learn something, say something, feel something, or otherwise achieve and experience something in a new or better way. What it is and what it will do are not important here. What is important is that once fully formed and let out into the world, it will disrupt,…
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How Many Current Fortune 500s Are Really Ready For The Future? How Many Industries Can Survive?

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It would be a devastating mistake of executives to believe that their organizations are well prepared for what’s coming; that the shift of their current management thinking is just another phase of a cycle of looking outward and inward, or a natural evolution of industries. The question of what will likely emerge is pointing to a radically different world in the next 5 years. Traditional strategy planning is a waste of time, and even a distraction. At the core is the dramatic impact that exponential progression is having on industries and the general lack of future thinking and strategic foresight – which is essential for preparing companies for these changes.

We don’t know how many current Fortune 500…
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Industries Are Racing To Be “SaaS-ified.”

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Software as a Service (SaaS) has been a stock market darling for the last 3 years particular for those who serve enterprises. They have been enjoying high multiples at 5-6x forward revenue and even today at 3-4x. Amazon Web Services is the leader in the IaaS while other companies are exploring alternatives. IBM is pushing hard to sell Softlayers and Google Cloud is focusing on life sciences research industry. It is too early to predict what is the right model but it is likely to be a hybrid cloud solutions including OpenStack, SoftLayers, AWS, Azure VMware both on-premise and in the public cloud. Companies can expect to see greater segmentation and better clarity about which type of cloud…
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Don’t Waste Time Testing Business Theories. Use Them Instead.

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Strategists and management consultants love theories. Executives like to consume them, as it allows them to make sense of things. People are now criticizing how Clayton Christensen’s theories about “Disruptions” are now outdated and were created based on incomplete data.

For a generation of CEOs and executives, Christensen’s The Innovator’s Dilemmawas a must-read, and helped them think about industry disruptions. Lately, however, journalists and academics have questioned the accuracy of Christensen’s industry analyses and challenged his broad generalizations. But I’m not here to defend whether his theories were right or wrong, or comment on the accuracy of his data. There is little to be gained from this, other than a philosophical debate. His book and seminar were successful and…
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