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
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.
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.
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.
AI saves time—but what do we do with it? Dr Vlad Glaveanu's "slow AI" concept challenges the rush to solutions. Creativity research shows waiting and incubation drive better outcomes. The risk? Filling freed time with more tasks rather than reflection.