Back in March of 2020, I applied the techniques from “Seeing Around Corners” to what kind of economic and social future we might anticipate post-pandemic. One of the scenarios I outlined was a return to the kind of large role for government that defined the New Deal. My “Time Zero” headline was “In an Echo of FDR’s “rendezvous with destiny” speech, officials turn to government programs and taxation to combat economic “tyranny.”
“What’s next” is the question on everyone’s mind.
The reality is, we don’t — and can’t — know for sure. What we can do is articulate our best hypotheses and assumptions and then pay close attention to the early warnings that might suggest which are bearing out.
This thought spark is based on a recent meeting of Extraordinary Women on Boards, a community of women corporate board directors focused on advancing board excellence, modern governance, and board diversity. …
When you ask why large companies have a problem building an innovation proficiency, you get back all the usual suspects: “We have silos.” “It’s nobody’s job.” “We’re afraid of failure.” “It’s unpredictable.” And what do all of these things have in common?
Every single one of them is self-imposed.
While there are some true barriers to innovations — rules, regulations, laws of physics — by and large, the biggest roadblocks are the things we do to ourselves. Now, they’re usually done for very good reasons — they serve the core business, perhaps they were important at one point…
In Part 1 of this story, I outlined the reasons why I believe a “pitchfork” moment may well have arrived, in that the imbalances in our social contract have reached a breaking point. It’s one thing, though to say that may be the case. It’s quite another to consider what to do about it from a strategy point of view. In this article, I’ll walk you through the technique that I use, derived from Chapter 2 of my book Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.
This one feels like a bit…
My book Seeing Around Corners is all about strategic inflection points. So, back in March of 2020, in the midst of the mother of all inflection points, I used the framework from Chapter 2 of the book to reflect on what kind of futures we might be looking at as the pandemic rolled its disruptive way through our lives. Here’s an updated version of that story. I’ll include the future scenarios piece in Part 2, and I think you’ll be intrigued that some of the possibilities are now becoming real.
An economy in runaway imbalance
When speed and agility are at a premium, having a well-aligned operating model is absolutely crucial. Having one that doesn’t depend on constant reinforcement by leadership is even better! And yet, many leaders struggle with thinking through, let alone designing, what such a model should look like. And there’s always something that slips through the cracks.
What I’ve found over the years is that many leaders land on a few preferred levers for how to get an organization aligned around a particular operating model. For some, it’s all about structure. You’ll know those guys — they sit around spending…
By the time Nat Turner and Zach Weinberg sold their company, Invite Media, to Google for a reported $81 million in 2010, they were all of 24. Eight years later, at 32, they sold their next company, Flatiron Health, to Roche for nearly $2 billion.
Flatiron Health, a data-science software company, had emerged as an unlikely power player in 2016. Former President Barack Obama and Vice President Joe Biden had just announced the National Cancer Moonshot, and Congress passed the 21st Century Cures Act, which directed the FDA to permit data separate from clinical trial data to be used in…
Plenty of people are gearing up to make a — ahem — killing in the senior care business. Is it an opportunity or a mirage?
One of the more interesting types of strategic inflection points are caused by demographic shifts. And by all accounts, we are in for a doozy when it comes to an aging population.
By 2050, the number of people in the world aged 60 or older will be 22 percent of the total global population. And those people may not just go quietly into that good night. As Bank of America analysts have noted…
We want it personal, digital, flexible, and eco-friendly, and we’re starting to turn away from plastics, but none of this is easy.
As e-commerce continues its penetration into every corner of our commercial lives, the packages that land on our doorstep have a lot more work to do than ever. The massive amounts of packaging that have accompanied the digital revolution and a surge in single-use products such as Starbucks coffee cups are starting to draw critics’ attention.
Although digital technologies for producing labels and other printed messages on packaging containers have been around for some time, the last few…
Venture capitalists are partying as if it’s 1999 — and we know how that went. Entrepreneurship 101 says startups should conserve cash, keep costs flexible, and operate with parsimony. Way too many founders in the 90’s laughed at that — the same way they’re laughing today.
Investment in venture capital in 2018 surpassed $100 billion for the first time since 2000. With all that money sloshing around, the deals are getting bigger. In 2018, deals worth more than $25 million accounted for nearly 13 percent of all investment. …
Columbia Business School Professor. Thinkers50 top 10 & #1 in strategy. Bestselling author of The End of Competitive Advantage & Seeing Around Corners.