who-are-we 
Paul Hobcraft
JANUARY 27, 2018
We seem all to be still working on what the future will look like, as it is in danger of being fractured even more before it coalesces around new directions and order. Some suggest we should allow it to unfold but our future does need to be shaped but in what ways, is a very complex question and we are not getting many cohesive answers.
Jeffrey Phillips
MAY 1, 2020
That means that you'll need new ideas, new perspectives and people who are capable of connecting outside your company and even your industry. Next Trait: Comfort with Ambiguity Experts will tell you that we live in a VUCA world - volatile, uncertain, complex and ambiguous.
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Paul Hobcraft
DECEMBER 22, 2021
In the fourth conversation between Jeffrey Phillips and myself around parts of the Executive Innovation Work Mat, we took on several different issues around the design, function, structure and process needs for innovation. We relate this specifically within our Executive Innovation Work Mat. What we know today.
Moves the Needle
DECEMBER 20, 2022
As the collective “we” purposefully engineer an economic slow down for 2023 there’s no relief in sight for the “work harder, not smarter” mindset. We just don’t know what disruption might ripple across your specific industry or region. We just don’t know what disruption might ripple across your specific industry or region.
Econic
MARCH 7, 2022
We often put sticky notes one by one upon them, iterating towards a visual synthesis of complex thinking to solve problems. Buried in the frameworks we use today is a state of problem-solving capacity, a spiral mindset about the world that shapes how we exist. Let’s rethink how we design and teach frameworks through an example.
Values Centered Innovation
MARCH 17, 2017
Implement disruptive technologies. 65% are concerned that new entrants are disrupting their business models. Download the full white paper. For example: To transform GROWTH, innovative solutions are needed for: Generating disruptive business models – and responding to competitor disruptions.
Paul Hobcraft
APRIL 28, 2016
We must learn to explore and exploit at the same time, both in parallel and where needed, in separate ways, or entities. If we ‘subject’ all of our innovation thinking to go through the same process we lose so much. We are not achieving the impact from all our innovation endeavors that we should.
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