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Marketers: ‘Innovation’ drivers or passengers?

Marketers: ‘Innovation’ drivers or passengers?

Has marketing taken its hands off the wheel when it comes to innovation? I recently read a report (CMO Survey, February 2020) that stated only 22% of CMOs and marketing executives believed that it was the responsibility for the marketing team to lead innovation in...

Corporates playing startup. Sigh.

Corporates playing startup. Sigh.

Corporate cosplay at its worst. You’ve heard it many times no doubt if you move in corporate circles. “We need to act more like a start-up”. Do people really believe that acquiring a foosball table and wearing a hoodie to work will fix everything? I’ve seen this a lot...

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Accelerators. The new Tamagochi.

Accelerators. The new Tamagochi.

Both Organic and Inorganic Accelerators have their place – depending on what you’re trying to achieve. Putting more than a passing thought into your objectives is absolutely imperative, otherwise, you're simply playing fad-bingo.  An organisation I was working for...

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Make stage-gate great again.

Make stage-gate great again.

Lean Start-up can work wonderfully inside large corporates, but the work is on the back-end alignment with Stage-Gate and making them hum together. My team's challenge had little to do with process implementation- that's just where we ended up. Back in 2011, I was...

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Making ‘growth hubs’ rock

Making ‘growth hubs’ rock

We're seeing a lot of new corporate 'growth hubs' or adjacent team structures emerging. The basic idea is to try to leave the core business to operate with as little distraction as possible whilst the capability is built to develop large, transformative ventures. ...

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Don’t train your people! (sort of)

Don’t train your people! (sort of)

When we started Radiocarbon, we considered at length what our service offer would be in corporate training. Which areas did we feel we had the strength to deliver great material? what were we interested in actually executing in? and where was the primary demand from...

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Fix processes and build ventures. Together.

Fix processes and build ventures. Together.

Synopsis: Why build one venture? Create hundreds. Problem: Gov-Co* wanted to create more structure in their front end of their innovation model. They knew they had great talent inside their team, but wanted more consistency in how they approached things.  Solution: We...

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Racing to the bottom at Dairy-co.

Racing to the bottom at Dairy-co.

Dairy-Co was in a pricing race to the bottom and questioning the long-term viability of its beverages division in its entirety. The development of a new consumer-centric growth and diversification strategy justified a moderate amount of capital investment that brought...

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Quick! Let’s look innovative.

Quick! Let’s look innovative.

As ex corporate innovators, this brutal look at Innovation Theatre by CB Insights lands close to home. This article was published around the time our consultancy was born. It helped shape our mindset of everything we chose not to be.   Enjoy the article "A Guide...

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