Harvard Professor Joseph Fuller argues that most companies are making the same mistake with AI that factory owners made when electricity arrived — bolting new technology onto old processes. He explains why 60% of companies are set up to fail, what the J-curve really means, and what to do instead.
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.
Professor Julie Hodges of Durham University Business School dismantles the myths of organisational change, explains why linear models are no longer fit for purpose, and makes the case for a people-centric approach that actually sticks. Essential reading for leaders navigating transformation in complex organisations.
Charlene Li — adviser to 49 of the Fortune 100 — argues that most AI transformations fail because leaders are asking the wrong question. It is not about AI strategy. It is about business strategy enabled by AI. Here is how to close that gap in 90 days.
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.