Dragon attacking a ship

Here Be Dragons: Embracing Uncertainty

To successfully navigate the new world, we must humbly accept; that we don’t know what we don’t know. Like the mapmakers of the past, we must accept that accepting ignorance had to come before embracing knowledge. In the business world, this means a departure from the world of a five-year plan (map) in favour of the uncertain harbour of a five-year direction, where an organisational North Star serves as a magnetic force. This new mental map leaves enough room for uncertainty, deviation and exploration, just like the Ribeiro map.

The-Corporate-Explorer-in-The-Field-with-Balaji-Bondili-and-Andrew-Binn

The Corporate Explorer in The Field – Balaji Bondili and Andrew Binns

In Chapter 5 of the Corporate Explorer, Binns, Tushman and O’Reilly share how a Corporate Explorer created a new business inside the consulting and accounting firm Deloitte.
His new unit, Deloitte Pixel, uses the “wisdom of crowds” to solve complex management problems. Ice are joined by Balaji Bondili.

Andrew Binns

Andrew Binns – The Corporate Explorer

Our guest had just joined IBM from McKinsey and was assigned as an internal consultant charged with supporting these nascent businesses.
We are about to hear that story and so much more.
It is a pleasure to welcome the author of “The Corporate Explorer: How Corporations Beat Startups at the Innovation Game” Andrew Binns

Perspective Giraffe

Size Does Matter: Innovation’s Relativity Problem

History is replete with examples where bankrupt organisations had all the ingredients they needed to endure, but their perspective biased their evaluation. In many cases, engineers at established firms had invented the same technology that led to their firm’s demise. However, the entrants led the commercialisation of disruptive technologies rather than incumbents because of the relativity problem.

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