If something sustains, it continues over a period of time. Living things grow. Sustainable growth for an organization requires leaders to act as a catalyst. What’s crucial, then, is to understand the nature of catalysis.
All people–and disciplines–access the world through their own perspectives, carrying narratives and baggage they do and do not see.
When it comes to innovating business models for health-care delivery, it appears we have failed to keep pace with clinical advances, and surprisingly with most other industries.
Creative people are humble and proud. Creative people tend to be both extroverted and introverted. Creative people are rebellious and conservative. How creative are you?
Yes. And the author helped create an index to help us better understand how sustained innovation happens.
Creating sustainable value should be the goal of any company. Leaders can steer the course with long-term vision, models for growth, and a well-oiled work environment.
Innovation is more than a new gizmo or a slick website. It’s an entirely new way of thinking–something AT&T understood all the way back in 1961.
Extending innovation to the business of health and wellness. Let’s analyze the healthcare delivery system from the perspective of information flows.
Peter Drucker and Clay Christensen have repeatedly pointed to process, knowledge, and long-term vision for sustained innovation. So why are we still rushing to the finish line half-baked?
‘Earlier this week, Faisal Hoque wrote an interesting essay for Fast Company called Why Innovation Fails. I brought that story to Facebook and Twitter, with this request: Finish this sentence: “Innovation fails because ______________.” The responses were thought-provoking, and sometimes funny.’
In an age of unanswerable questions, asking the right question might just be the answer.
What can we learn from those who did it once (RIM), those who failed and rebounded (AIG) and those who make it habit (Pfizer).
