Handing AI to the CIO treats it like software, not a general purpose technology. Drawing on Fuller, Venkatraman, Li and others, this article argues AI transformation needs a business owner accountable for the constraint it is meant to relieve, not a technology sponsor
Many businesses are brilliant at execution, and brilliant at executing the wrong things. Dov Shenkman, CEO of Atid Group, explains why profit is a result, not a goal, and what that means for S&OP, IBP and AI.
Jim Lafferty spent 30 years leading P&G and Coca-Cola businesses across volatile emerging markets. His Mother Rule is simple: if your strategy is too intellectual for the person buying the diapers, you don't have a strategy—you have muddled thinking.
Where can AI genuinely enhance Jobs to Be Done research, and where does it fall short? Scott Burleson reveals AI's current capabilities in innovation research—from accelerating secondary research to its critical limitations in prioritisation and the abductive reasoning that only human expertise provides.
Jobs to Be Done revolutionised product innovation with one insight: customers don't buy products, they hire them to accomplish jobs. Scott Burleson's pyramid framework reveals the missing piece—identity. Discover why B2B purchasing decisions involve emotional and identity considerations as much as functional needs.
Many B2B organisations segment customers by volume, creating costly blind spots. This approach assumes high-volume customers share similar needs—a dangerous misconception leading to resource misallocation and missed opportunities. Needs-based segmentation unlocks hidden value through superior customer understanding and differentiated service
Why 80% of B2B products fail within their first year. Discover the three critical value proposition failure modes that doom even superior technology, plus five proven practices for developing offerings customers actually want to buy.
Product launch failures often stem from cultural issues rather than technical shortcomings. A collaborative culture—where cross-functional teams share insights openly and leaders model collaborative behaviours—dramatically increases innovation success rates by fostering earlier issue identification and more robust solutions.