Instead of dictating change from the top, this company decided that the “engine” of transformation would be distributed to all levels of the organization.
When Procter & Gamble CEO David Taylor makes his annual visit this fall to one of the company’s product-supply technology centers, he’ll ask the assembled executives what innovations will help reach the company’s goal of cutting supply chain costs by $1 billion a year.
The experience of two different CEOs running two very different kinds of companies suggest how leaders can create a road map to innovate.
New advances in battery technology could benefit manufacturers in both how they use it in their products and how they manage their own utilities.
There always has been important innovation activity in nearly all mature B2B industries, but the ‘return on innovation’ is expected to further increase over the next several years.
Leftovers and waste from the paper and pulp industry could benefit American manufacturers by offering access to lower cost carbon fiber.
Like other CEOs before him, however, Tim Cook didn't make it clear how much of the spending was already planned and whether it had anything to do with Donald Trump's election.
Disrupting your company, or your industry, as Uber has done, requires a completely differently way of thinking: not inside the box, not outside the box, but literally with no box at all.
Even the most creative leaders can be guilty of adopting a herd mentality.
Succeeding at being disruptive requires a deeper commitment than anything you've probably ever done. But in the end, the payoff can be worth it.