Why you should consider isolating teams to unlock business value.

Discovering and unlocking new value requires contrarian thinking and an ability to see and do what others before you haven’t. Genuine unbounded thinking that leads to commercial value is difficult to sustain inside organisations. From my own experience, most embedded business practices, policies and organisational divisions are designed to reduce the cost-to-serve instead of creating new commercial opportunities.

Could a get-it-wrong mindset be your new get-it-right strategy?

The traditional notion of failure is being reexamined in business today. Society at large has reached an inflection point where disruptive technologies and changing consumer patterns are outpacing the rate at which companies adapt. How might you engineer more time to adapt than your competitors?

Disruption has become a common place phenomena challenging us to work in new and novel ways.

Its response requires agility, resilience and adaptability with operational delivery. How can you use human-centred design and innovation to adapt your ways of working?