The Game-Changer Mindset

A company’s corporate culture prescribes to its members what to believe, what to prefer, what to do and how to do it. Such a set of prescriptions is based on the example of leaders, on the traditions of the past, and on bureaucratic rules. It follows that changing a corporate culture is a complex undertaking fraught with perils. In addition, given that successful firms tend to evolve a culture that is adapted to their industry, changing that culture should not be attempted on frivolous grounds. On the other hand, companies stand in front of massive waves of disruption that threaten to wipe out their established positions. Their long-term dominance or survival hinges upon their ability to go beyond incremental innovation,

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Mindset Eats Culture: Presans Hosts Talk by Stefan Lindegaard

Global innovation guru, facilitator and pattern catcher Stefan Lindegaard was in Paris last week. He’s already left of course and might be reading this from Brazil right now. But he came to Paris and seized upon this opportunity to deliver a talk hosted by Presans at one of the fairly new Remix workspaces, set right in the heart of the burgeoning and vibrant Parisian startup enclave also known as the 10th arrondissement. Around 40 intrigued people came to attend this event organized on relatively short notice.  To describe Stefan Lindegaard’s intervention as a talk does not do justice to his lively and crisp style of exchange facilitation. Before, during and after the talk, Stefan brought out the participative side of

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Innovation Barometer 2012

Crisis and paradox   GE France commented on the results of the second annual GE Innovation Barometer a while ago. The results bear witness to the damaging impact of the economic crisis on the ability of businesses to engage in innovation. Managers who responded to the survey appear to expect innovation management to undergo a renewal. This would confirm a growing awareness of the need to adapt strategies and models to the new reality emerging from the crisis. The role of openness however still remains complex to describe, as underscored by the “partnership paradox” revealed by the survey: “However, a disconnect surfaced between the importance of partnerships and the need to pursue them in the near term. A “partnership paradox” presented

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Innovation in France : the View from Austria

The outside view on efforts undertaken to enhance the French innovation system is refreshingly severe: the new organization introduced by reforms conceals the unshakable hold of the old system, as well as the low appetite of France for globalization. Having eliminated the analytical room usually provided for wishful thinking, such a non-accommodating message invites us to renew from the ground up the way we view innovation and the economic and social changes it is a part of. First post of a series.

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