Every Friday, a deep-dive analysis of a technology, market turn-around, or an innovation framework. No ads, no fee, no promo, no premium tier, we just aim to connect and grow our like-minded innovator community 😎
For this first in the series of interviews of Transformation Leaders, I interviewed, at Airbus’ Leadership University, Laurent Fradin, Digital Transformation Leader, from the newly created Digital Transformation Office at Airbus. [We got the] digital wave in our face… [let’s] surf the wave… He calls himself a “communication guy”
Beginner
As we discussed the difference between a minimum viable product (MVP) and a minimum viable business to begin the week, I thought it would be interesting to go back to an evergreen article from 2018 on General Electric and how the lean startup principles ended up being rather fatal to them.
Expert
When we talk about innovation, we say it is motion. Until there is movement or change in the market, you cannot call your invention or idea an innovation. Emotions at work can either support or hinder innovation. They can be strong drivers for action, change, and movement and keep people
Even when most of the “right” ingredients were implemented, most corporate culture changes fail anyway. And the quintessential trap is always the same: the culture of a company is a multi-layered assemblage. Work on one layer at a time (such as the behaviours) and you’ll have results. However, after
Advanced
After a few years designing and supporting reverse mentoring programmes, many of the same issues keep coming back. Reverse mentoring is often a great strategy to support the digital transformation of an organisation since it connects senior decision makers with junior digital natives. The idea is simple, by encouraging cross-generational
When dealing with corporate culture change, companies usually choose among three main strategies. Every one of them has obvious benefits but often is badly implemented because the overall logic of culture change is not understood. One of the usual trap is that culture change is often too directive, and directing
Advanced
So you’ve started a mentoring programme and managed to create some mentor-mentee pairs… After a few months, you notice that some pairs are ok, some others or even many others are not seeing each other regularly, or even haven’t gone passed the first meeting. It may be a
Toolbox