Saul Kaplan is the founder and chief catalyst of the Business Innovation Factory (BIF), a real-world laboratory for exploring and testing new business models and social systems. This is a transcription of the podcast, An Innovation Junkie Interviewed with Saul Kaplan (@skap5), the author of The Business Model Innovation Factory.
Saul Kaplan is the founder and chief catalyst of the Business Innovation Factory (BIF), a real-world laboratory for exploring and testing new business models and social systems. This is a transcription of the podcast, An Innovation Junkie Interviewed with Saul Kaplan (@skap5), the author of The Business Model Innovation Factory.
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Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
Summary outputs and thought provoking findings from our first annual innovation leadership survey.
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Why innovation is important to business successFrank Reynold
Innovation is coming up with a new idea and turning it into an effective process, a new product or service. The implementation of creativity and innovation in business is likely to incorporate success and help you stand competitiveness in the market. Innovation can be referred to as something new or introduced differently and has impact on market or society.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
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What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
CIO LOOK put forth Revolutionary CEOs 2019 some of the avid leaders, who heartedly dedicated their tireless efforts in revolutionizing the customary business processes.
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Innovations-seminar: Boost din front med bruger-dreven innovationBrian Borup
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The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
A Playbook for Corporate Innovation - Explorium HKYangie Chung
Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
Summary outputs and thought provoking findings from our first annual innovation leadership survey.
This report details the expectations, drivers and barriers innovation leaders face across Great Britain and Ireland.
Why innovation is important to business successFrank Reynold
Innovation is coming up with a new idea and turning it into an effective process, a new product or service. The implementation of creativity and innovation in business is likely to incorporate success and help you stand competitiveness in the market. Innovation can be referred to as something new or introduced differently and has impact on market or society.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
CIO LOOK put forth Revolutionary CEOs 2019 some of the avid leaders, who heartedly dedicated their tireless efforts in revolutionizing the customary business processes.
WeConnect is a forum to help ambitious women led businesses grow to their full potential.
I gave a presentation about how I had become an entrepreneur and what was driving my entrepreneurial endeavours at present -- and advice i had for first time entrepreneurs who wanted to scale their businesses and be a huge value add to the competitive advantage of their country.
Innovations-seminar: Boost din front med bruger-dreven innovationBrian Borup
I dette seminar satte vi fokus på front-end innovation - det tidlige stadie i innovationsprocessen, hvor idéerne skabes og hvor forbrugerindsigt og -involvering er et afgørende fundament for den effektive bruger-drevne innovationsudvikling.
The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
CEO-centric research project that set out to answer the following the following question: “How might Connect / Catalyst Inc/ Northern Ireland provide new help to enable more NI startups to get to $10M–100M revenue?”
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+ The Future of Advertising (already here!)
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+ Featuring New Agency Model
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Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
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Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
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Building Your Employer Brand with Social MediaLuanWise
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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What no one says about politics and culture by sreten gajic for innovation leader
1. WHAT NO ONE SAYS
ABOUT POLITICS AND
CULTURE — AND HOW
THEY IMPACT
INNOVATION
By Sreten Gajic, Contributing Writer
INNOVATION LEADER MAGAZINE
THREE POTENTIAL
APPROACHES TO
MITIGATE POLITICS
AND DEVELOP A
CULTURE IN WICH
INNOVATION CAN
THRIVE
2. 1 | P a g e
What no one says about politics and culture — and how they impact innovation
By Sreten Gajic, Contributing Writer – INNOVATION LEADER MAGAZINE
CMO VersusInnovation; FormerlyVP/Innovation,Assurant & Director, Coca-ColaNewVentures
Be honest:Has innovation been a centralpart of yourcompany’sculturein the past? And do you worry abouttheimpact
thatpolitics can haveon yourinnovation,R&D,and new venturesactivity?
I’ve startedseveral innovationandnewventuresfunctionswithincompanies like Coca-ColaandAssurant.Startinganew
groupwitha relativelycleanslate canbe greatfun:youget to developavisionandstrategy,the rightgovernance,
strongprocess,and youget to bringona talentedteam.Butinmostcaseswhenyou’re startingfresh,italsomeansthat
innovation — andespeciallytransformational innovation — hasn’tbeenpartof the core strategyor the culture of the
organization.Thiscansetthe stage fora toughbattle to putinnovationhighuponthe company’sagenda,and keepit
there.
I’ve learnedthatculture andpoliticsbothwill have bigimpactsonthe trajectoryyourinnovationprogramfollows.But
mostpeople don’tthinkenoughabouteitherissue.
Let me share withyouthree approachesto establishingthe optimalstructure tobe able to“winthe political game”and
deliveroninnovation,giventhe sensibilities,culture,andobjectivesof yourorganization.The firstiswhatI call the
“EnablingInnovationapproach.”Itdevelopsthe innovationtoolsandinfrastructure,andservesinasupportingrole to
allowthe organizationtoinnovate.Itisusuallythe mostdiplomaticapproach,one thatdoesnotburnbridges.The
secondiswhat I call the “Skunkworksapproach.”Itstandsin contrastto the Enablingapproach.Itis a higher-riskand
higherrewardstrategy,andrequiresrunningaseparate groupandP&L from the core business.Finally,the “Hybrid
OpenInnovationapproach”combinesthe twopreviousstrategies.However,itrequiresaknowledgeable innovation
team,and a greaterinfrastructure thaneitherof the previoustwotopull off.Igetdeeperintothe prosandcons of each
strategybelow.
• • •
A story about innovationat Apple and Coke
Innovationthatsucceedsinlarge organizationsisnotaboutasolidprocess,greatstrategies,oreventalentedpeople —
thoughall those are required.It’smainlyaboutculture.Andinparticular,it’saboutchangingthe culture,whichishard
and time-consuming.Sometimesit’sdownrightimpossible.Let’suse Apple asanexample.Apple doesn’tnecessarily
have smarterpeople thanothercompanies,orevenabetterprocessorstrategies.ForApple it’saboutwinning —
winningwithoutcompromise— anda maniacal focuson excellence.
Here is an anecdote Iwastold bya formerApple employee afew yearsback.Thisemployee workedwithsuppliersthat
providedmanyof the chipsforthe iPhone andMacs. One day,a supplierwasprovingtobe difficulttodeal with.The
employeewenttohisboss,whoimmediatelythreatenedthe supplierwithpullingall of itsbusinessworldwide —
withoutaskingforanyapprovals.Itlaterbecame clearthat thisguy,three levelsdownfromthen-CEOSteve Jobs,had
the complete backingof the entire managementchaintomake sucha call,simplytoensure he wasdevelopinga
productthat thrilledcustomers.Jobswasable toinstillaculture of minimumbullshit — anda maximumof “gettingthe
jobdone.”Thisis the type of culture that isconducive toinnovation;itdoesnotrequire aninnovationfunctiontocajole
employeestothinkinnovatively.Butthenagain,notmanycompaniesare still runbyfounders(ordisciplesof the
founder,like currentCEOTimCook),withsucha clearmission.After100+ yearsof operation,the missionformany
companiesbecomesabitmurkier.
Take Coke for example.Duringmyfourteenyearsthere,Icouldnotimagine goingtoabig supplierandhavingsucha
candidconversation,withouthavingabigexecutive delegationwithme (onetime itwasfifteenpeople visitingasmall
contract producerI was workingwithonnewbeverages),orwithoutaskingpermissionfromlayersabove.WhenIdid
3. 2 | P a g e
make my ownmove,itdidnot workout toowell forme,and I burnedbridgeswithsupplychain.All Iwasdemanding
was the same as the guy at Apple – excellence.(Inmysituation,itwasa bottle label thatstayedintactwhenincontact
withwatercondensation.)Coke haddecades-oldrelationshipswithsuppliers,andmanagement wasreluctanttorisk
these relationshipsover“small,”innovative new propositions.These typesof politicsare notconducive toinnovation,
yetas leadersininnovationwe needtofindwaystonavigate theminthe bestwaypossible tocreate success.
Here are three potential approaches.
The EnablingInnovation approach
One optionfornewinnovationexecutivesisthe EnablingInnovationapproach.Thisisthe wise,patient,anddiplomatic
approach to buildinginnovationinfrastructure overtime.Whenleadershipisnotclearonthe role of innovation,orif
innovationisviewedasasupportfunction — or evena recruitingormarketingtool — thisapproachis favorable.
How wouldyougoabout it?First,youengage innovationchampionsfromthe C-suite.Youexplainthe benefitstothe
organization.Youtalkaboutinnovationdiffusionthroughoutthe organization.Youbuildthe infrastructure forthe
organizationtolearn.Youdevelopanddisseminatetools:how todevelop,test,andmeasure new productandservice
propositions,andgetthemtoproof-of-concept.Yousetupforumsand bringin speakerstoshare bestpracticesor
inspire the troops.Andyouengage operationsasmuchasyou can.
What youare hopingisthat by providingthe infrastructure andforums,byseedingideas,youwill be helpingtodrive
innovationandnewventures,andinturn,incremental growth.Inthiswaythe innovationfunctionactsmore asa staff
than a line function.Thisapproachtakestime — yettime isnotalwaysonyour side.
Whenyouare learninghowtoski,theysay the thirdday outis the most dangerous:youare gettingthe hangof it,
startingto take some chances,and that’swhenaccidentstendtohappen.Similarly,Ibelieve the thirdyearforan
innovationora new ventures functioniscritical.Youcan pointtoindicatorsof success,like the processyou’ve built,
employeeengagement,newinitiativesyou’ve launched,afew earlymetrics,etc.Youare buildingasolidinfrastructure,
and the companyis perceivedasmore innovative.Manyemployeesare excitedtobe partof the innovationforums.
Your CEO mightshare some of the earlywinsandinnovative projectswithinvestorsandWall Street.Butisit enough?Is
it meaningfulenoughtothe organization,especiallybythe classical metricsof revenue,grossprofitgrowth,andROI?
Oh,and not to mentionthatinthe thirdyear,it’slikelythatleadershiphaschangedinsome way — whetherthe CEOor
otherkeyexecutives — andyouare tryingto explainwhatyouare tryingtodo all overagain.No, time isnoton your
side.Sothe EnablingInnovationApproachcanworkbestina companythat is stable;hassolidrevenueandprofit
growth;and where managementhasthe luxuryof time andthe visiontokeepanew venturesteamaroundthatwill
eventuallycontributeinamaterial way.It’simportantthatyou are clear withleadershipthatyouneedanextended
periodof time todeliversustainable,materialvalue.
Thisis the case of Coca-ColaVenturing&EmergingBrands,whichIwas involvedinstarting.We tooka whole yearto
studythe historyof all the beverage categoriesinthe U.S.and globally.We understoodwhatittooktodevelopa
winningpropositionandgetitto proof-of-concept(7+yearsto scale,headingto$1 billioninrevenue).Thenwe
developedourstrategiesandtacticstodevelopanemergingbrand,whichwe called“The Artof Emerging.”(Formore
on the topicof emergingbrands,see thisvideowe created.)
Onlythendidwe jumpintothe fray,while still continuingtostudythe new emergingspacesinhealthandwellnessand
functional beverages.We developedaseparate route-to-marketfromcore Coke products,withnew distribution
partnerships;securedexternalproduction;andcrafted partnershipswithcustomerslikeWhole Foods.All thistooktime
and patience fromthe organization,andfromleadership,forthe grouptostill be aroundaftermore thaneightyears.
Has the group had big,transformative winsinthe beverage space?Idon’tthinkso.Hasit had successinthe form of new
beveragesandincremental sales?Thatithas, withbeverageslike Fuze,NOS,HonestTea,Core PowerProtein,andthe
developmentof a completelynewcategory,coconutwaterandthe Zicobrand.Most importantly,Ibelieve,the group
4. 3 | P a g e
has the pulse oninnovationinitsindustry,andtransformative categorieswill notpassCoke byagaininthe U.S. –
productslike energydrinks,lifestyle beverages,proteindrinks,etc.It’shighlyunlikelyCoke will everagainneedtopay a
cool $4.2 billionforaproductlike VitaminWater(an“innovation”youcouldmake inyourkitchensink.) Andthat’s
worththe price of admission,asfaras I’m concerned.Thatisan example of the EnablingInnovationApproachworking
well.
Skunkworks Approach
The secondapproach to buildinganinnovationfunctioniscreatingaSkunkworks –a completelyindependentunitwith
verylittle oversightandmeddlingfromthe mothership.Thisisverydifferentfromthe EnablingInnovationApproach,
and a lotmore entrepreneurial.A lot of visionandtrustisnecessarytooperate outside the confinesof the HQ,andit
goesagainstmanymanagers’hierarchical impulses.Itusuallymeansformingaseparate unit,ina differentlocationthan
corporate HQ, and creatinga more entrepreneurial culture.Itrequiresgreaterinvestmentassome functionsare
duplicatedtosupportthe newentity.
Thisapproach ishighriskand highreward.It’soptimal whentrue growthfrominnovationisneeded,and whenitis
clearthat workinginternally,anewventuresgroupwouldgetboggeddownbybureaucracy.Itssometimeschosenasan
approach whenit’scompletelyinevitable thatchange isonitsway,and the model thatgot you to where youare simply
won’tbe sustainable inthe future.Hence,there’sagreatersense of urgencyanda willingnesstotake more risk.(People
sometimescall thisthe “burningplatform.”) Asanexample,the cable televisionindustryisstill acashcow, butmany
youngviewersdon’tenvisionbecomingcable subscribers — theyjustwantanInternetconnectionandHulu.Asa result,
I have seensome cable companiesbe energeticaboutexploringandinvestinginnew spaces.Theseare noteven
necessarilyadjoiningorstrategicallyrelatedtotheircore business,buttheyare incubatingand testingnewbusinesses
that couldhave huge growthpotential.Some have formednew groupstodrive new ventures,withseparateleadership
and P&L to the core business.Innovatingandtakingchanceswhile the cashflow isstill there tosupportitseemslike a
goodideato me,but notall leadersdoit.
A powerful exampleof drivingthe growthof new venturesandinnovation,anddevelopingastructure tosupportthat
growthseparate fromthe mothership,isthe recentcreationof AlphabetInc.byGoogle.(See the orgchart below.)
Alphabetcontainscompaniesandinvestmentsthatare far afieldfromGoogle’score searchadvertisingbusiness,like
glucose-sensingcontactlenses,self-drivingcars,androbots.The new structure will promote greaterfocusonGoogle,
while givinginnovationbusinessesoxygenandspace formaximumexperimentationandgrowth.Don’tyouwishmore
companiescouldunshackle themselvesfrominternal politics — notto mentionthe short-termdemandsof shareholders
— andinnovate inthisway?
Hybrid OpenInnovation approach
The third structure iswhat I call a HybridOpenInnovationapproach.Itcentersonthe principlesof openinnovation,and
the understandingthattoinnovate,youcannotdoit alone.Youare huntingforthe bestideas, solutions,andpeople,
5. 4 | P a g e
regardlessof whethertheyworkforyouornot. You drive organicinnovationandtestconceptsinternally,while atthe
same time youinvestinentrepreneursandstart-upsthatmightbe aheadof you or well positionedinyourparticular
area of interest.Youdevelopabalancedportfolioof early-stage investments,partnerships,andjointventures.Youwork
closelywithincubatorsandacceleratorprograms.(Youmake sure tokeepthe operational andbusinessunitexecutives
at your companyinvolvedintheserelationshipsandinteractions,too.) Youmake multiple betsinvariousareas,you
measure resultscontinuously,andyoudrive adynamicportfolio,divestingof orkillingoff non-performingprojectsina
timelymanner.
At the same time,youmake bigbetsto scale businessesonce aproof-of-concepthasdemonstratedbigpotential.You
are governedbya small executiveboard,plusalargercouncil that can supplyexternalwisdomandconnections.The
trick isto getthe helpneeded,yetnotgetboggeddowninapprovalsandpolitics.
The keyhere,I believe,ishowthe governance of the venturesissetupinitially:youwanttohave a board that letsyou
run withideasthathave merit;isengaged(i.e.,theypickupthe phone whenyouneed them);andisthere because they
are willingandable tohelp,notjustbecause itisa political appointmentandtheyare representingabusinessunitor
function.Thisprobablymeansyoudon’tneedpeople fromtax,audit,andlegal onthe executiveboard — yetyou
probablydowant M&A, strategy,andbusinessunitdecisionmakers.
Whendoesthe HybridOpenInnovationapproachworkbest?Ibelieveyouneedabase of expertise inside the
organization,anda strongcore teamto pursue multipleinnovationvectors.Theyneedthe capabilitytodrive
engagementacrossthe innovationecosystem, bothinternallyandexternally.If youcanput sucha complete structure
together,yourchancesof successare higher.
Conclusion
Many people getaninnovationprogramstartedwithoutspendingenoughtime understandingthe culture andpolitical
dynamicsof the organization — bothof whichinfluence what’spossible andhow decisionsgetmade.It’sessential to
ask yourself andotherskeystrategicquestions.
• Are you disruptingorcompetingwiththe core business?Establishingdirectroutestothe consumer,andbypassing
large customerretail partners?Thiswill probablymake the commercial leadershipnervous,since they’llsee youasa
threatto theirbusiness.
6. 5 | P a g e
• Conversely,otherbusinessesare inneedof innovationandunderpressuretodeliver — are youthere to support
them?Are there vestigesof previouslyfailedinnovationeffortsandstructuresinyourcompany?Whatwere the
learnings?Canyouco-optpeople who were involvedintheseteams,orwill theybe the doubtersthatwantyoutofail?
• Are youclear onthe bigpicture setbythe CEO and board,and can youextrapolate whatcouldhappeninthree years,
anticipatingthe movessoyoucan alignyourstrategy(asyou probablywon’tbe toldaboutthe bigshiftsaheadof time)?
Are you workingona personal passionproject,orare youalignedtothe bigpicture and workingonbigbetsthat could
move the needle forthe companyina material way?
Many of those are tough questions,buttheyneedtobe addressed.Once you’vebeguntogetanswers,asolidprogram
structure like the onesI’ve describedhere will helpyoustrike the bestpossiblebalance of action,entrepreneurship,and
patience.
We corporate innovators are playingachessgame,and the more you can anticipate future movesandpolitical and
cultural nuance,the better.