The Innovation Ecosystem: changing perspectives, one podcast at a time

Join us, as we interview remarkable and thought-provoking guests about innovation, leadership and culture in the world of business. We do this by exposing you to multiple perspectives from the arenas of business, academia, science and sports. We bring you key insights and proven tools you can use straight away to enrich your ecosystem so you are better able to respond to change. Full show notes available at
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The Innovation Ecosystem: changing perspectives, one podcast at a time



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Now displaying: 2016
May 24, 2016

David Allen is widely recognized as the world's leading expert on personal and organizational productivity. He is the author of Getting Things Done and has shown millions of people how to transform their overwhelming lives into a relaxed and more productive one. Listen to David's popular methodology and how it has helped successful leaders all over the world.

  • 03:15 - What is the 'Getting Things Done' approach David uses?
  • 04:45 - How did you stumble upon this methodology?
  • 06:45 - How does Getting Things Done help with innovation?
  • 08:45 - Nobody went out to be innovative, they just went out to solve problems.
  • 09:30 - What's a typical day look like for a successful tech company using David's system?
  • 11:25 - You need to step back and look at all of the hats you're wearing.
  • 14:00 - Surprisingly, people who are attracted to David's work are people who need it the least.
  • 15:15 - Most of the stress you have is due to breaking agreements with yourself.
  • 15:35 - Getting Things Done is not about getting things done. It's about being engaged with every single moment in your life.
  • 17:45 - The first step is to get everything out of your head and on a piece of paper.
  • 18:55 - Getting Things Done is timeless.
  • 25:15 - David talks the evolution of his business model.
  • 29:55 - Reflection is critical to the decision making process.
  • 32:25 - Keeping stuff in your head is the wrong place to be keeping stuff.
  • 35:45 - What are David's morning rituals?
  • 39:05 - What has David changed his mind about recently?
  • 41:35 - What advice does David have for his 25-year-old self?


May 17, 2016

Shane O'Mara is Principal Investigator and Professor of Experimental Brain Research at Trinity College Dublin, and is currently Director of the Trinity College Institute of Neuroscience. He is the author of the book Why Torture Doesn't Work and discusses some of the neurological effects that stress can have on the human body. Listen in for more great insights from Shane.

  • 04:00 - How necessary is it for your team to understand how the brain works?
  • 07:55 - How does long-term stress effect the human body and the brain?
  • 11:25 - It eventually backfires on organizations who intentionally build high-pressure environments for their employees.
  • 16:15 - If you don't have to solve a problem today, then don't. Think about the problem extensively, even sleep on it.
  • 22:00 - Shane shares an example of why Darwin delayed writing Theory of Evolution by Natural Selection for so long.
  • 24:25 - The part of the brain we use to judge people is the same part we use to judge commercial brands.
  • 29:00 - Shane talks about Google's hiring process.
  • 32:40 - How much do we really understand about the brain?
  • 35:40 - The brain changes by our experiences, by our attitudes, and even by how we talk to ourselves.
  • 36:30 - What's Shane's morning routine?
  • 39:10 - Shane likes to write at night because there are few distractions around.
  • 40:10 - To be chronically sleep deprived is extremely bad for you. Shane explains further.
  • 45:45 - What advice would Shane give to his 25-year-old self?


May 10, 2016

Whitney Johnson is the author of Disrupt Yourself and a contributor to the Harvard Business Review. Whitney is best known for her work on driving corporate innovation through personal disruption. She discusses the four things that help you know whether you're on the right or wrong S curve and shares examples of how to disrupt a constraint in a company environment. Tune in for more insightful advice from Whitney!

  • 02:50 - Why did Whitney write Disrupt Yourself?
  • 05:35 - Whitney touches on the emotional side of the job, when you first get brought on to a company.
  • 07:35 - Are you on the low-end of the curve or simply on the wrong curve?
  • 07:55 - Are you taking the right kinds of risks?
  • 08:35 - Play to your strengths. We often undervalue them.
  • 10:35 - You will get on the wrong curve, but that doesn't mean it can't benefit you.
  • 11:25 - Constraints can be a good thing when you're trying to disrupt.
  • 12:55 - Whenever you ask people to adopt a brilliant idea, you're asking them to jump to a new curve.
  • 15:35 - How do you really take advantage of constraints? Whitney shares an example.
  • 20:40 - What are good leaders doing to create innovation?
  • 24:15 - What do good leaders do in times of failure?
  • 27:30 - How would Whitney help an executive innovate?
  • 30:20 - How important is curiosity and where do you go to get the proper stimulation?
  • 32:20 - What's next for Whitney?
  • 34:30 - Whitney asked employees, at a Fortune 50, how many of them were using their strengths every day at w
  • 35:55 - What are your morning rituals?
  • 37:00 - What has Whitney changed her mind about recently?
  • 38:00 - What advice would Whitney give to her 25-year-old self?


May 3, 2016

Steven D'Souza is the Founder and Director of Deeper Learning.He is an international educator and the author of two books,Brilliant Networking and Not Knowing. Today, he discusses aleader's relationship with uncertainty and the unknown. He alsodives into how companies can embrace the concept of 'not knowing'and how to teach your staff to be more curious and engaged with theunknown. Find out more about this fascinating subject by listeningin.

  • 03:55 - Uncertainty has a physical impact as well as anemotional impact of feeling threaten.
  • 04:00 - We are afraid to feel the unknown.
  • 04:08 - However, the unknown is not the same asuncertainty.
  • 04:30 - There are many different ways to react to theunknown.
  • 06:40 - It's impossible for leaders to have all theanswers.
  • 07:45 - In the book, Steven discusses the dangers of knowledge,the dangers of thinking we, in fact, do know
  • 08:00 - Why did nobody predict the global financial crisis?People did predict it, but people were over conf
  • 09:05 - We all have limits to what we know.
  • 09:40 - How do companies embrace this idea of 'notknowing'?
  • 13:00 - Successful leadership is making space for others tohelp contribute.
  • 15:20 - Things are not as simple or clear cut as we like tobelieve.
  • 17:35 - When an organization is facing the unknown, it can bean incredibly terrifying place.
  • 21:45 - A lot of innovation happens at the individual level.Steven shares an example.
  • 22:20 - Not knowing can be a blessing sometimes.
  • 24:25 - People who are deep in their industry recognize thelimits of their knowledge.
  • 26:55 - Speak to somebody who doesn't have any knowledge ofyour field and see if you can describe it simply
  • 28:25 - Is there a way to teach others on your team to be morecurious?
  • 30:40 - Steven talks about his first book, BrilliantNetworking.
  • 32:25 - What advice would Steven give his 25-year-oldself?


Apr 26, 2016

Larry Cunningham has written a dozen books, including The Essays of Warren Buffet, Berkshire Beyond Buffett, and Quality Investing. Today, he talks about what the Berkshire subsidiaries are doing correctly and why Warren Buffett is unique as a leader. Larry also shares insightful stories of various CEOs of companies behind Berkshire and how they're able to make their investments profitable.

  • 02:30 - Why did Larry study Warren Buffett and Berkshire?
  • 04:00 - What surprised Larry the most as he was interviewing executives from Berkshire?
  • 05:40 - Berkshire has shifted from being an investment company to a holding company.
  • 06:00 - 20 years ago Berkshire was a 5-10 billion company, but 80% of its assets were in investments.
  • 09:35 - Larry talks about Warren's strategy.
  • 12:40 - The way Warren treats his team makes them feel like they're investing with their own personal money.
  • 14:35 - What does it mean to be an entrepreneur?
  • 17:15 - Berkshire doesn't insist that their subsidiaries have any sort of government or management style.16:45 - The CEO of the Marmon Group told Larry that his company has always been highly decentralized.
  • 18:10 - Out of the 50 acquisitions Berkshire has made in the last 25 years, 40 of them have been private.17:35 - Berkshire relies on and trusts the team to make the best financial decisions.
  • 21:25 - Larry talks about the Berkshire acquisitions that aren't bringing in profit.
  • 27:30 - Larry shares a story about when Berkshire acquired Benjamin Moore Paint.
  • 30:20 - What advice would Larry give to the audience about how to think about disruption?
  • 33:15 - Many of the principles that Berkshire stands for are proven and can be replicated.
  • 36:10 - Larry talks about the Berkshire and 3G Capital acquisition and why it's different than the others.
  • 42:00 - What has Larry changed his mind about recently?40:50 - What are Larry's morning rituals?
  • 43:05 - What advice would Larry have for his 25-year-old self?



Apr 19, 2016

Marc Vollenweider is the CEO of Evalueserve, a company that offers innovative and disruptive solutions to their clients' problems. Marc has a genuinely unique perspective on the changes taking place in various industries and offers a lot of advice, for leaders as well as those working for more traditional and regulated firms, on how they can successfully navigate through these disruptive waters.  

  • 02:50 - Why did Marc leave McKinsey to become an entrepreneur?
  • 04:05 - What does Evalueserve do?
  • 05:00 - How has the analytics marketplace developed over the last 15 years?
  • 08:35 - Marc had two to three fundamental shifts in his business model.
  • 09:00 - How has Marc been able to manage client expectation while at the same time growing his business?
  • 10:05 - Evalueserve helps clients find creative and innovative ways to stand out in their market.
  • 10:40 - How would Marc approach a new client in the financial service industry?
  • 13:15 - Banks want to discover new ways they can save money.
  • 15:15 - How are the best leaders thinking about new changes?
  • 21:00 - How can people currently in these disruptive environments properly prepare for the future?
  • 22:20 - MBA graduates are leaving traditional companies to join a startup.
  • 24:00 - Marc suggests instead of running to a startup, stick to more traditional companies because you will see lots of opportunities for growth as everyone else moves away.
  • 27:25 - As Marc has taken his company through this transformation, what challenges has he faced as a leader.
  • 33:30 - Marc works with about 200 Forbes 1000 companies.
  • 35:20 - Marc talks about his book, Mind+Machine.
  • 38:30 - What are Marc's morning rituals?
  • 39:15 - What has Marc changed his mind about recently?
  • 40:45 - What advice does Marc have for his 25-year-old self?


Apr 12, 2016

Christoph Goppelsroeder is the Chief Executive Officer and President at DSM Nutritional Products. Christoph talks on how a large organization can create the right space for innovation and sustainability. He believes in order to create impactful and disruptive innovation, you must understand precisely what it is that your company lives for.

  • 01:50 - What is DSM?

  • 03:15 - How does Christoph develop a long term plan in an ever-changing environment?

  • 04:35 - What does the company live for? How do people see DSM?

  • 05:10 - The three things that the company lives for are: safety, growing children, and sustainability. 

  • 13:25 - Do not delegate innovation. Don't push it down to your team.

  • 14:15 - What kind of disruptive innovation has Christoph seen in his company?

  • 18:05 - Christoph talks about project 'Clean Cow'.

  • 22:15 - Who are the drivers of innovation in your country?

  • 24:15 - How does Christoph encourage your team to be more innovative and creative?

  • 30:15 - Collaborating with third parties was key to the growth of the organization.

  • 30:35 - How does Christoph and his team reach out to third parties and collaborate with them?

  • 34:15 - Celebrate your successes.

  • 37:25 - Does Christoph have any daily rituals?

  • 39:45 - What has Christoph changed his mind about recently?

  • 41:00 - What advice would Christoph give his 25-year-old self?


Apr 5, 2016

Steven P. MacGregor is an expert in executive health and performance. He has a PhD in Engineering Design and has trained with Olympic athletes, Tour de France riders, and Ironman champions. Steven has five elements to his framework – Move, Recover, Focus, Fuel, and Train. Steven explains to Roddy how he uses this foundation to help executives’ health and improve the overall workforce of an enterprise. 

For full show notes, including timestamps, tweetables and a link to download a PDF of the transcription, please visit:

Mar 30, 2016

Emmanuel Gobillot has been described as 'the first leadership guru for the digital generation' and is a sought after speaker on leadership. He is also the author of three bestselling leadership books and offers a completely fresh perspective on how to tackle leadership successfully. On the show, Emmanuel gives a quick overview of his books, as well as answers key questions on how a leader can really help their team shine and what followers truly desire from a leader.   

For full show notes, including timestamps, tweetables and a link to download a PDF of the transcription, please visit:

Mar 21, 2016

Orit Wolf is an acclaimed international concert pianist, lecturer, and business consultant for innovative thinking and creative marketing. Orit talks on how she uses her music background to consult companies on innovation and inspire leaders to create a more creative work environment. Listen to Orit’s story and more on today’s episode.

For full show notes, including timestamps, tweetables and a link to download a PDF of the transcription, please visit:

Mar 14, 2016

Dorie Clark is a marketing strategy consultant, professional speaker, and author of the books Reinventing You and Stand Out. Dorie says that since we live in a disruptive economy where careers and technologies are constantly changing, we have to look at how we market ourselves in a brand new way. Dorie shares valuable stories and insights on some of the people she has encountered who are fluid in this ever-changing work environment and also shares key tips on how you can get your points to be heard by the right people.

  • 01:30 – How did Dorie get started?
  • 03:00 – Marketing has changed drastically in the last ten years.
  • 06:20 – Disruption is everywhere.
  • 07:00 – What are some of the differences in mindsets between a legacy company and a disruptive company?
  • 10:00 – What is it about you that results in you seeing the world differently?
  • 10:35 – Dorie talks about her friend Erica and the example she gives about guacamole Doritos chips.
  • 13:10 – When you find something that is different about you, it could actually end up being a ‘weakness’ you
  • 15:00 – Dorie talks about how you can use power mapping.
  • 17:15 – How can you build a strong following around your ideas?
  • 21:00 – Since we live in a world where careers change quickly, these are all skill sets that can help you in
  • 21:35 – What kind of insights did Dorie Clark discover when she was interviewing people for her book?
  • 24:35 – You need to have systems in place so you can actively focus on one thing at a time.
  • 25:15 – What’s Dorie’s daily ritual? It’s always different for her.
  • 27:15 – There isn’t a one-size-fits-all method to productivity.
  • 33:30 – Dorie talks about the new book that she’s writing.
  • 36:50 – There are a lot more opportunities due to new technology.
  • 38:50 – What has Dorie changed her mind about recently?
  • 41:20 – What advice would Dorie give to her younger self?
  • 42:50 – Feel free to download Dorie’s free 42-page workbook on her site to help you stand out.


Mar 7, 2016

Sydney Finkelstein is the Steven Roth Professor of Management. He is also an Associate Dean of Executive Education, at the Tuck School of Business at Dartmouth College, where he teaches courses on leadership and strategy. Sydney has published 20 books including Why Smart Executives Fail, Think Again, and Superbosses. On today's episode, Sydney discusses what makes super bosses so unique in terms of how they lead and how they keep great talent.

What Was Covered

  • 02:15 - Do super bosses also have other talents?

  • 03:15 - Super bosses know what kind of talent to look for.

  • 06:55 - Is the pie big enough to be shared when talent wants to start their own business?

  • 09:05 - Sydney shares an example of bosses being supportive of their employees. 

  • 11:35 - Trying to keep your talent is going to end up hurting you more than help you.

  • 13:30 - Is it easy being a super boss in corporate company culture?

  • 15:45 - Are organizations aware that they're doing something special with their company culture?

  • 20:45 - There's a big change happening in our global economy where organizations are focusing much more on human relationships than on automation.

  • 27:35 - Millennials want to have an engaging work life and provide impact.

  • 28:05 - How can you be a super boss?

  • 33:25 - You might not be able to do all of the 'super boss' action steps, but you can still do a lot of them.

  • 37:30 - When you work with a super boss, there is no expiration date to that relationship.




Feb 29, 2016

Rob Wolcott

Robert Wolcott is the Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Clinical Professor of Entrepreneurship & Innovation at the Kellogg School of Management. Mark discusses innovation and how he plans to bring KIN to Europe. He also offers thoughtful advice for entrepreneurs trying to manage their team on a middle-management level.

What Was Covered

  • 02:32 - What does a typical week look like for Rob?
  • 04:20 - How can I be exceptional with what I do now, as well as prepare for the future?
  • 07:05 - What are you trying to accomplish?
  • 08:20 - Innovating for efficiency is very different than innovating for growth.
  • 10:25 - How can entrepreneurs get things done when they're not in C-suite positions?
  • 11:25 - Build bridges before you need them, especially if you're an entrepreneur.
  • 15:25 - Is there a certain type of leadership model that helps create sustainable innovation?
  • 22:00 - What does Rob mean when he says, “Don't leave serendipity to chance?”
  • 28:10 - How does Rob plan to bring KIN to Europe?
  • 32:00 - Don't hire horrible people. Life is too short.
  • 36:05 - Rob talks about his trip to Bhutan.
  • 42:15 - What are Rob's daily rituals?
  • 45:00 - Multitasking is bad for you.
  • 45:50 - What has Rob changed his mind about recently?
  • 48:05 - What advice would Rob give to his 20-year-old self?




Feb 29, 2016

Steve Goldstein

Steve Goldstein was the former Chairman & CEO of American Express Bank and the President of the Credit Card Division at Sears. He is also the author of the upcoming book, Why Are There Snow Blowers in Miami? – set to be published in September 6, 2016. Steve is a masterful storyteller and shares key insights as to where companies often fail the most. He also talks on how you can create a company culture with engaged and passionate employees.

Steve Goldstein was the former Chairman & CEO of American Express Bank and the President of the Credit Card Division at Sears. He is also the author of the upcoming book, Why Are There Snow Blowers in Miami? – set to be published in September 6, 2016. Steve is a masterful storyteller and shares key insights as to where companies often fail the most. He also talks on how you can create a company culture with engaged and passionate employees.

What Was Covered

  • 02:05 - What sparked Steve’s desire to break free and write a book?
  • 04:15 - Business books tend to be a bit boring and Steve wanted to change that.
  • 04:30 - Steve interviewed around 16 CEOs in different industries for the book.
  • 06:20 - Stories help people understand concepts better.
  • 08:30 - Does Steve have a repertoire of great stories or do they usually occur at the right moment?
  • 13:10 - Everything at a company starts at the top – good and bad.
  • 13:45 - Company values might be great in theory, but they're often not practiced.
  • 16:55 - People often use lack of time as an excuse.
  • 18:15 - Meetings waste time.
  • 18:55 - There's a fine balance between leading your people vs. managing metrics and hitting targets.
  • 24:15 - What is the solution to having leaders that focus more on the numbers than on their people?
  • 27:45 - Steve shares a story on an interaction he had with a window washer in London.
  • 33:35 - Steve explains why he believes leaders don't talk to their lower-level employees.
  • 36:30 - Why on earth are there snow blowers in Florida? Steve explains.
  • 42:15 - How can you look at the world with fresh eyes?
  • 42:45 - Talk to your employees to find out what's working & what's not working!
  • 44:15 - Create freedom of expression in your work environment and remove fear.
  • 44:50 - If you don't try, you won't fail, but you also won't accomplish anything.
  • 50:50 - How can you make meetings more efficient?
  • 57:45 - What advice would Steve have for his 20-year-old self?



Feb 27, 2016

Lisa Bodell

Lisa Bodell is a globally recognized innovation leader and futurist. She founded futurethink in 2003 and is the author of the book, Kill the Company. Lisa sits down with Mark to discuss how leaders can become more efficient in the work place and how they can properly simplify the work process for everyone in the company.

What Was Covered

  • 01:50 - Why did Lisa start her company, futurethink?
  • 03:10 - Lisa talks about her book, Kill the Company.
  • 04:35 - Asking people to take on more work, doesn't work.
  • 05:50 - What does Lisa look for when she needs to get a better feel of company culture?
  • 07:20 - Leadership is the number one barrier to change.
  • 07:40 - What characteristics do good leaders have when trying to enable change?
  • 09:10 - Good leaders are open to collaboration.
  • 09:40 - The leader’s team can help define the barriers and break them down.
  • 10:15 - Leaders should focus on asking the right questions first, before coming up with the answers.
  • 12:30 - Leaders spend most of their time in meetings and answering emails.
  • 18:35 - Don't call it innovation, call it efficiency.
  • 21:30 - Lisa talks about the book she is currently writing.
  • 21:45 - Lisa believes organizations are addicted to complexity.
  • 26:00 - People want to do meaningful work, not answer emails and attend meetings.
  • 29:00 - Lisa talks about diversity thought; how people think differently.
  • 32:05 - What has Lisa changed her mind about recently?
  • 33:50 - What advice would Lisa give to her 25-year-old self?



Feb 20, 2016

Join us, as we interview remarkable and thought-provoking guests about innovation, leadership and change in the world of business. Whether you are an executive or an intrapreneur, our objective is to help you and your organisation create an entrepreneurial culture, become more innovative, and better able to respond to change. We do this by deconstructing world-class performance from the arenas of business, academia, science and sports. Each week Mark Bidwell and Roderick Millar will bring you key insights, fresh perspectives, and proven tools you can use straight away to make you more successful professionally and personally.


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