Continuous innovation comes mainly from implementing the four stages of controlled chaos — exploration, experimentation, development and integration — into the organization.  more  

Managers' behavior is the single most important variable in the success or failure of any organization's change or improvement effort. This starts with recognition that the organization is full of current or potential change champions.  more  

Through living in and empathizing with our customers' world, our innovation leaders focus the organization's development capabilities on solving problems or meeting needs that our customers may not realize could be done.  more  

When I look back at the hundreds of team or organization changes I've been involved in during the last three decades, most successful – and certainly all major ones – were driven by "monomaniacs with a mission."  more  

Discover the Improvement Planning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Discover the Improvement Planning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success  more  

When asked why he wasn't getting results with his countless tries to successfully develop the light bulb, Thomas Edison replied, "Results? Why, man, I've gotten a lot of results. I know several thousand things that won't work."  more  

Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success.  more  

To double our innovation success rate, we need to double our failure rate. Our goal is not failure; it's success, therefore, we must use the Law of Averages to "fail our way to success."  more  

Seizing the opportunities of tomorrow calls for leadership. It means taking off the blinders of what is, in order to see what could be.  more  

When innovations are in the exploration stage, they need a champion, or skunkworks, to take them through the rest of the developmental stages. What we know is less important than what we do with what we know.  more  

We need to manage the paradox of paying close attention to closing today's customer and partner performance gaps while we explore, search, and create tomorrow's new markets, customers, and partners.  more  

If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust.  more  

The innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of "lucky breaks."  more  

A good change champion is passionate about their cause or change. We can't harness or manage champions. Often we're best to point them in the right direction and get out of the way. Then sponsor and protect them from the bureaucracy when they need it.  more  

A great fictional story, illustrating a major problem we encounter again and again in our work with individuals, teams, and organizations trying to move to higher levels of performance. It's the problem of balancing the speed and pace of daily life or operations, with periodically stepping back to make sure we're heading in the right direction.  more  

Strategy is an interactive process focusing on improvement and implementation, but beware of common strategic planning traps.  more  

Key characteristic of learning leaders; they refuse to be trapped by "conventional wisdom" or what others say is or isn't possible. Highly effective leaders go against the odds – or just ignore them.  more  

Examples from history illustrate the importance of seeing the potential of new ideas.  more