Expert guidance on innovation strategy and process design. Discover collaborative methods to transform ideation into execution with sustainable business results.
Dr Johnathan Cromwell shares findings from a study of 1,100 real innovation teams that overturns conventional wisdom: teams that embraced ambiguity and discovered their problem over time achieved an implementation rate of over 80%, compared to around 50% for those that defined their problem clearly from the outset.
Dr Keith Sawyer, Morgan Distinguished Professor at the University of North Carolina, explores the ten conditions for group flow — the state of peak collective performance that separates truly high-performing teams from groups of talented individuals who underperform. Drawing on decades of research into jazz ensembles and improvisational theater, Keith reveals what organisations can do differently, starting next week.
Professor David Cropley of the University of Adelaide argues that innovation is a measurable engineering discipline, not a creative light bulb moment. He introduces a 42-cell diagnostic framework, explains why most organisations fail at the front end of innovation, and outlines what leaders should do differently, including a clear-eyed assessment of AI's creative limits.
Juan Aguiriano, Group Head of Sustainability at Kerry Group, traces how the company transformed sustainability from a compliance exercise into its central growth engine. From purpose built with 22,000 employees to a world-first verified dairy supply chain, this is a case study in doing good and doing well simultaneously.
Dr Todd Lubart brings the science of creativity to bear on AI and innovation. From Pick and Mix prompting to Plagiarism 3.0, this conversation separates evidence from hype and gives business leaders a practical framework for using AI in ways that actually improve creative performance.
Research reveals 45% of teams select suboptimal ideas—neither creative nor even effective. Dr Roni Reiter-Palmon explains why teams argue over solutions when they haven't agreed on the problem, why brainstorming alone fails, and what leaders must do differently to unlock genuine creative performance.
Dr. Seuss wrote Green Eggs and Ham using just 50 words—not despite the constraint, but because of it. Dr. Catrinel Tromp's research reveals why "blue sky thinking" often fails, how to distinguish fixed from faux fixed constraints, and why constraint fluency is now a critical organisational capability.
Dr. Zorana Ivcevic Pringle of Yale argues that creativity is a choice, not talent. It's a learnable process of decision-making toward original and effective outcomes. Her research shows that constraints enhance innovation, and the most creative teams spend 53% of their time framing the problem.