As a strategic coach, one of my primary objectives is to drive innovation within leadership teams. The problem is that most established companies struggle to innovate, not because they lack smart people, but because their own success traps them. Current investments, relationships and processes create invisible constraints that limit strategic thinking and decision making.
I've run a strategic innovation exercise with dozens of growth-stage teams, and the results are consistently eye-opening. The exercise is simple but uncomfortable.
Teams temporarily abandon their attachment to what they’ve built and think like a startup competitor with nothing to lose. The concept comes from Clayton Christensen’s book The Innovator’s Dilemma. Established companies get disrupted because they’re too focused on existing customers, current investments and established relationships. Meanwhile, startups enter unburdened by these constraints, free to reimagine how problems get solved.
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