Daniel Burrus
OCTOBER 19, 2022
A brief example of an organization that capitalized on the 2008 recession in remarkable ways is Lego. Using an Anticipatory mindset, Lego was able to identify that the recession was not something they themselves could change, but they could control how they responded to it! Opportunity Awaits — It Never Waits. The short answer is no.
Innovators Alliance
NOVEMBER 22, 2023
And its iPad was introduced during the 2008 downturn. While many leaders invest in innovation when times are good, it’s valuable to learn lessons from the lean times and leverage them to help us move forward, regardless of the economic environment.
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Innovators Alliance
AUGUST 8, 2022
Phillip founded PUBLIC in 2008 to disrupt the way companies think about doing “good”. So a well defined purpose is critical to both deciding when to lean in and how to engage. But times have changed. They understand that positive social change takes time. Our guest contributor this month is Phillip Haid.
Steve Blank
NOVEMBER 1, 2017
In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World, ” and Eric Ries’s book The Lean Startup. We need to make some major changes with urgency and a depth of purpose.
KindlingApp
AUGUST 19, 2015
This is why the principles found in lean methodology have been so widely accepted and applied; the ability to be agile and adjust are the characteristics of top-tier organizations. There’s an old saying many may be familiar with: "haste makes waste" (we really do become our parents…). DDP is also a risk-taker’s best friend.
Wazoku
OCTOBER 11, 2016
CB: For me, it boils down to a genuine willingness and desire to change an organisation in pursuit of something special, ambitious and exciting. I can also ratify that this plays out in the work I do as these form the core of what I advise senior teams how to solve. JG: What are the biggest enablers for innovation? Let me explain.
Wazoku
OCTOBER 11, 2016
CB: For me, it boils down to a genuine willingness and desire to change an organisation in pursuit of something special, ambitious and exciting. I can also ratify that this plays out in the work I do as these form the core of what I advise senior teams how to solve. JG: What are the biggest enablers for innovation? Let me explain.
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