Christian Madsbjerg and Gillian Tett, author and U.S. Managing Editor at the Financial Times, talk about silos, tunnel vision in major coporations, and why smart people do stupid things.
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Kristian Villumsen is senior vice president of global marketing for Coloplast, an international company that makes medical devices related to ostomy, urology and continence, and wound treatment.
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Innovation inside many of these companies is characterized by strong teamwork across disciplines, business units, and professional functions. There is a very widespread idea that innovation is driven by a lonely genius, a specific department, or a very special group of innovation champions, but this does not appear to be the case in these high-performing cultures.
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Most companies struggle to service their customers in ways that are swift, thoughtful, and consistent.
Globalization has created more customers and more ways to interact with customers
Points of contact between companies and customers have multiplied over the years.
Lufthansa is best known as an airline: the largest carrier in Europe, with more than 110,000 employees, it serves hundreds of destinations and millions of passengers each year. But even when you’re not on a Lufthansa-branded flight, chances are that some Lufthansa-designed systems—from aviation IT to maintenance to entertainment, even catering—are keeping you safe and comfortable in the air.
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Business history is littered with examples of companies that missed out on major changes in their industries and paid a hefty price. Kodak, despite having invented the core technology behind digital cameras, failed to digitize at a sufficient speed.
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Pharmaceutical companies should begin to take a closer look at how they create the most value for their multiple stakeholders. In the emerging world of value-based health care, the answer will increasingly go beyond a new drug.
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Intel’s Mobile Group needed a take on what potential impact the emergence of social networking could have mobile devices in order to focus and fuel innovation efforts.
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By understanding the role of home decor, Kvadrat was able to develop a new successful product line with matching retail experience.
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People want their products to be like their jeans, which over time have the capacity to become ingenuously personalized and create an intransient sense of loyalty.
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For many teachers a totally orderly classroom is now something to be rectified; an iPod Touch is a powerful learning tool, not a forbidden device; good students don’t just do as they’re told — they approach their lessons critically and challenge what they think doesn’t make sense.
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Airport design is becoming less monumental, and more user-driven.
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In our experience, as with art and science, creative business thinking flows best when it pivots on a “big idea”—a “structural design,” or a “paradigm.”
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