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Large organisations have been built to deliver a repeatable, scaleable business model. Unfortunately, this means they're not designed to effectively discover new business models. As such, executives are often blind to the fact that their processes, policies, systems and values keep the ship moving forward but don't help it change direction.
Peter Drucker famously said that you can’t manage what you can’t measure.
Understanding what your organisation's blockers are is key to building a ship that can adapt to changing conditions and keep it afloat.