A UK survey found 100 consumers innovating for themselves for every person a company hired to develop consumer products. MIT’s Eric von Hippel returns with a new lens, systems of use, and explains why the user who controls the whole system out-innovates the producer who sells one part of it.
“If you can’t measure it, you can’t manage it.” Henry Mintzberg calls that a ridiculous comment. The McGill professor discusses his new book, Bust Those Management Myths, from the flat earth theory to bees and flies in a bottle, and explains why strategies are learned and why top management is a dangerous metaphor.
Rita McGrath and Sangeet Paul Choudary join Aidan McCullen to explain structural uncertainty — the moment the game itself, not just the play, becomes the thing in question. They cover transient advantage, network effects, rule makers versus rule takers, and how to use AI without outsourcing your thinking.
Geoffrey Cain reveals the untold story of Steve Jobs in Exile: fired from Apple in 1985, sued by his own company, three years from bankruptcy at NeXT — and how those failures forged the leader who saved Apple. Part 1 of 2.
What if your organisation could think and act like an octopus? In this episode, Steven Wunker and Jonathan Brill explore how AI is reshaping organisations through distributed intelligence, autonomy, and faster decision-making. Discover why success with AI depends less on technology—and more on rethinking culture, structure, and how decisions are made.
What if Nokia saw the iPhone coming—and still couldn’t stop it?
In this episode, former Nokia strategy and market intelligence leader Timo Partanen shares an insider view of the company’s internal iPhone threat briefing. Nokia had tracked Apple for years and anticipated the hardware shift—but underestimated the power of Apple’s ecosystem, partnerships, and business model.
We explore why warnings didn’t translate into action, how internal silos shaped decision-making, and what modern leaders can learn about disruption, strategy execution, and platform thinking.
Nokia didn’t just collapse—it reinvented itself. This episode explores how leadership, emotion, and strategy combined to transform Nokia into a new kind of company.
Most people believe the iPhone killed Nokia. But the real reason Nokia collapsed had far more to do with what was happening inside the company. Based on the research of Quy Huy and Timo Vuori, this episode explores how fear, leadership pressure, and the Symbian platform trapped Nokia as Apple and Android reshaped the smartphone industry.
BlackBerry once ruled the smartphone world. In this deep dive with Jacquie McNish, we explore the leadership struggles, innovation missteps, and strategic blind spots that led to its dramatic fall.
In this episode, Aidan McCullen dives into the turbulent trends shaping our world with futurists Bob Johansen and Jamais Cascio, co-authors of “Navigating the Age of Chaos.” They explore the BANI framework—Brittle, Anxious, Non-linear, Incomprehensible—and how leaders can respond with resilience, empathy, and strategic foresight.