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What Gap Inc. Can Learn From Signet Jewelers CEO Gina Drosos

Michael Roberto

Three of the company's four major brands (Old Navy, Gap, and Banana Republic) have blurred competitive positions. I think Gap could learn a great deal from the turnaround led by CEO Gina Drosos at Signet Jewelers. Drosos, says that as a board member from 2012, she had always pushed for Signet to diversify its workforce and culture.

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The Detriments of a Command-and-Control Culture and the Power of Design Thinking

Tullio Siragusa

The Detriments of a Command-and-Control Culture and the Power of Design Thinking In the competitive landscape of modern business, the approach we take to leadership can make or break an organization. Result: Kodak’s failure to innovate and adapt to digital technology ultimately led to bankruptcy in 2012.

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First-Mover or Fast-Follower: Which is the right innovation strategy for you?

Idea to Value

For example, Scott Anthony (interviewed on the podcast here ), summarised his views in a 2012 HBR article about which companies might benefit from moving first: If you are what Professor Steven Spear calls a “high-velocity organization” that is always learning and improving, there are real benefits to moving first.

Strategy 257
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Keeping Up is a Fool’s Game

Daniel Burrus

Keeping up—with technology, with the competition, with anything in business or life—is what some would call a fool’s game. Asking these questions enables you to go beyond your competition and get off the treadmill of keeping up. Learn from a Leader. There’s just one problem. Are you anticipating the future with confidence?

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A $2.4 Billion Lesson All Innovators Should Heed

Stephen Shapiro

billion in investment, the Revel Casino opened its doors to the Atlantic City Boardwalk on April 2, 2012. Combine their design decisions with a tanked New Jersey economy, increased competition from Pennsylvania casinos, and bad investment decisions (such as building their own power plant), and you have a recipe for disaster.

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“Lean Startup, or Business Model Design, or Design Thinking?” is the Wrong Question

Leanstack

Speed of learning is the new unfair advantage. And companies that continuously outlearn their competition win. Much like failing becomes learning when you’re going fast, innovation becomes continuous. March 9, 2012 - Running Lean Meta-Process - Lean Canvas Continuous Innovation Framework 2.0?—?June

LEAN 76
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“Lean Startup, or Business Model Design, or Design Thinking?” is the Wrong Question

Leanstack

Speed of learning is the new unfair advantage. And companies that continuously outlearn their competition win. Much like failing becomes learning when you’re going fast, innovation becomes continuous. March 9, 2012 - Running Lean Meta-Process - Lean Canvas Continuous Innovation Framework 2.0?—?June

LEAN 40