“Deep in most of us, below our awareness, indelibly implanted there by three centuries of the industrial age, is the mechanistic, separatist, cause-and-effect, command-and-control, machine model of reality. If you do not think your internal model of reality is not largely based on the machine as metaphor, carefully keep track of every thought and every […]

“Once a detective decides that he or she has found the killer, the confirmation bias sees to it that the prime suspect becomes the only suspect. And once that happens. an innocent defendant is on the ropes… Doubt is not the enemy of justice; overconfidence is…True scientists speak in the careful language of probability.” — Carol Tavris

“The hardest part of these decisions was neither the technological nor economic transformations required. It was changing the culture — the mindset and instincts of hundreds of thousands of people who had grown up in an undeniably successful company, but one that had for decades been immune to normal competitive and economic forces. The challenge was making

“People thought it was a document staring into the future. But it was a culture document and it was just about trying to create the conditions for people to stop saying no to change.” — A. G. Sulzberger, Chairman of The New York Times Company (2024 Reuters Memorial Lecture.) In 2014, The New York Times found itself

For Paid Substack Subscribers, we have a live session coming soon with Tony Ulwick, a pioneer of the Jobs-to-be-Done Theory and the inventor of Outcome-Driven Innovation® (ODI), a powerful strategy and innovation process with a documented success rate that is 5-times the industry average. Tony will join us in a small group and answer any

Yogi Berra famously quipped, “Predictions are difficult, especially about the future.”This rings especially true in today’s dynamic business landscape, where innovation cycles are shorter and more unpredictable than ever. The traditional bell curve, popularized by Everett Rogers, which mapped product adoption through distinct segments like innovators and laggards, is no longer enough. Enter the Shark Fin.

“Organisations, by their very nature are designed to promote order and routine. They are inhospitable environments for innovation.” ~ Theodore Levitt Established organisations are structured for repeatability and reliability, conditions under which sparking innovation can be especially difficult. This structure was perhaps suitable when business environments were more stable. Yet, managing a business amidst today’s high

“Business men go down with their businesses because they like the old way so well they cannot bring themselves to change. One sees them all about — men who do not know that yesterday is past, and who woke up this morning with last year’s ideas.” — Henry Ford [This week’s Thursday Thought is inspired by a custom Keynote I

“Our eyes are not viewers; they’re also projectors that are running a second story over the picture that we see in front of us all the time.” — Jim Carrey Jim Carrey’s words offer a powerful analogy for the concept of “samskaras.” Rooted in Hindu and Buddhist philosophies, samskaras are the mental impressions, memories, or psychological imprints that

“The search for a scapegoat is the easiest of all hunting expeditions.” — Dwight D. Eisenhower The Bible (and The Torah) recounts the story of “the scapegoat” as one of a pair of kid goats. One goat was sacrificed, while the “scapegoat” was cast into the desert to “carry away” the sins of the community. Friend of