by David Matheson | Aug 24, 2012 | Resources
Maximize the Rate of Learning The traditional models of innovation, based on planning and making reasonable assumptions, don’t work. To make innovation work requires a radical rethink based on the reality of efforts that don’t go according to plan and that can achieve...
by David Matheson | Aug 24, 2012 | Innovation Management
The traditional models of innovation, based on planning and making reasonable assumptions, don’t work. To make innovation work requires a radical rethink based on the reality of efforts that don’t go according to plan and that can achieve unreasonable levels of...
by Somik Raha | Aug 9, 2012 | Strategy, ValuePoint™
In a remarkable paper in 1980, titled “An Assessment of Decision Analysis,” Stanford’s Professor Ronald Howard wondered if Buddha was the “First Decision Analyst” and wrote the following: There are those who believe that there is something “cold and inhuman” about...
by David Matheson | Jul 26, 2012 | Event
PDMA Webcast Executive Series For more than a decade, companies have focused on innovation. Hundreds of approaches to innovation have emerged, many with limited success. What has worked? What has not? Why have business leaders been disappointed with ideation? Why have...
by Don Creswell | Jul 25, 2012 | Strategy
I lifted the following story from Grant Williams’s article from (John Mauldin’s “Outside the Box”) newsletter: During World War II, [Nobel laureate, Ken] Arrow was assigned to a team of statisticians to produce long-range weather forecasts. After a time, Arrow and his...
by David Matheson | Jul 5, 2012 | Professional Development
Where do you stand? Are you really focusing your portfolio on creating new wealth, or are you making the political compromises necessary to get by? Do you have a great dashboard but don’t have credible data? We’ve seen many ways strategic portfolio management (SPM)...
by Don Creswell | May 1, 2012 | Strategy, ValuePoint™
In our past three issues, Jim Matheson penned a series of articles, building from the reasons companies like Eastman Kodak and others fail from “brain death”, to Organizational IQ, which measures the ability of an organization to get smart and avoid brain damage. Much...
by David Matheson | Apr 9, 2012 | Innovation Management
The assumption that sound business judgment can be verified by gathering information from ongoing activities is a prevalent one. Organizations frequently find themselves in a situation where they think that they have made wise choices since they have: An authoritative...
by Jim Matheson | Mar 12, 2012 | Strategy, ValuePoint™
In my last ValuePoint, I introduced the concept of the Strategic Intelligence of an organization, and described it by the embodiment of Nine Principles of the Smart Organization, as illustrated in the figure. This kind of Organizational Intelligence, among other...
by Jim Matheson | Feb 8, 2012 | Strategy, ValuePoint™
Those who lost out Like many before it – Digital Equipment, NCR, Westinghouse, Motorola, Syntex, ATT, General Motors, etc. – Kodak has been put on corporate life support (bankruptcy). The world is watching to see if the company can be revived as a shadow of its former...
