Changemakers often experience the full wrath of a protective status quo when an internal power broker perceives them as a threat (to their position). Even though they may espouse upstanding business practices, proclaiming, “We are very innovative!”, ultimately when threatened by internally driven proactive change, the status quo can act as unscrupulously as the mob.
Geoffrey West’s research centres on a quest to find unifying principles and patterns connecting everything, from cells and ecosystems to cities, social networks and businesses.
“The customer rarely buys what the company thinks it’s selling.”— Peter F. Drucker
This book tackles corporate-startup partnering in three parts. The Why, The How and The Where. In part one, our guest gave an overview of his over 15 years of research, which involved over 400 interviews with corporate managers, startup entrepreneurs, and other individuals involved in corporate-startup partnering and in part 1, he introduced some of the key players who placed the way to the Microsoft gorilla learning to dance with startups and … vice versa. We welcome back the author of “Gorillas Can Dance: Lessons from Microsoft and Other Corporations on Partnering with Startups” Shameen Prashantham.
Lessons from Microsoft and Other Corporations on Partnering with Startups with Shameen Prashantham
the author of “Present Future: Business, Science, and the Deep Tech Revolution”
It is a pleasure to welcome the author of “Present Future: Business, Science, and the Deep Tech Revolution” Guy Perelmuter, welcome to the show.
Diana Kander Curiosity Muscle
Innovation Accounting with Esther-Emmely Gons and Dan Toma
My point in sharing this is to inform you of the “fractal no” or the “long no” so that you recognize when you are stuck in a fractal no loop. You can waste a lot of personal energy in such a loop.