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Your Innovation Problem Is Really a Leadership Problem

Harvard Business Review

When Karl Ronn recently said, "Companies that think they have an innovation problem don't have an innovation problem. They have a leadership problem," I listened carefully. Large companies like IBM, Syngenta, Procter & Gamble, 3M, and Unilever show that innovation can be a repeatable discipline.

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Don’t Play with Dead Snakes, and Other Management Advice

Harvard Business Review

This sounds like it might be advice from a paranoid outdoorsman. Companies used to spend a ton of money testing products with focus groups and market research teams. Communication Innovation Leadership' “If you see a snake, kill it. Don’t play with dead snakes. And everything looks like a snake at first.”

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6 Things Successful Women in STEM Have in Common

Harvard Business Review

In prior research , we at the Center for Talent Innovation (CTI) found that women leave STEM fields in droves: 52% of highly qualified women working for science, technology, or engineering companies leave their jobs. In STEM fields, the ideas that spark innovation are currency, markers of exceptional colleagues. Be authentic.

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Put Your New Business Model to the Test

Harvard Business Review

It's the right way to discover how the innovation will go over in real market conditions, without the risk of a national or global rollout. Corporate business model innovators can learn a lot by observing successful serial entrepreneurs. It was the perfect advice and that is exactly what Apple did. It goes to test markets.

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Diversity Doesn’t Stick Without Inclusion

Harvard Business Review

Yet a stark gap persists between recognizing the leadership behaviors that unlock this capability and actually practicing them. Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won’t happen. Inclusive leaders.

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Three Ways to Succeed by Breaking Convention

Harvard Business Review

Seems like strategic management 101, but oftentimes companies are unable to ask this question due to turf battles or leadership blind spots. However, the firm's core offering in most other markets was supply chain advice. Companies where rival units are consolidating or an executive is leaving should be the first to ask it.