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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 InnovationEcosystem.com
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Now displaying: October, 2017
Oct 24, 2017

In this episode, we are joined by Founder and Director of the IMD Global Board CenterProf. Didier Cossin. Didier is a global expert in governance, and in addition to his role at IMD has served as a consultant to the United Nations, the European Central Bank and multiple major corporations, including HSBC, Vodafone, Schlumberger and Coca-Cola. We speak about four pillars of good board governance: people, information, structure and  processes, and group dynamics.  

What Was Covered

  • Didier’s definition of board governance as “the art of decision making at the top of organizations”
  • The particular challenge that corporations with a long history face to transform and how this requires board leadership that “breaks the internal mould, breaks bureaucracy and opens up to the world”
  • What Didier has identified as the four pillars that constitute good governance – people, information, structure and processes and group dynamics - with good and bad examples of each

Key Takeaways and Learnings

  • A good assessment of board effectiveness is the extent to which it focuses on the past compared to the future – and that most boards spent too much time looking back
  • A board must ensure it receives the proper balance of internal and external information, of formal and informal information. That the very best board packs are “synthetic” – they use a variety of tools to synthesize the information that tracks the evolution of the key metrics
  • The criticality of the difficult task of organizing a board so its committees are well structured and focused on the issues of most importance to the organization
  • How a Chairman needs have the “art” of stimulating the right discussions, ensuring all views are considered and bringing these together – and the importance of this to enabling a functioning organization

Links and Resources Mentioned in this Podcast

Oct 10, 2017

In this episode, Scott D Anthony, writer, speaker and Managing Partner at consulting firm Innosight, joins us to discuss his new book, Dual Transformation – How to Reposition Today's Business While Creating the Future. Scott is a globally renowned specialist in innovation, publishing several books on the domain as well as being a regular contributor to the Harvard Business Review.

What Was Covered

  • Scott’s concept of ‘dual transformation’ and his assertion today’s every changing global marketplace companies need to reinventing their business of today to make it ‘better, faster, cheaper’ (Transformation A) at the same time as creating their business of tomorrow (Transformation B)
  • Why the most successful leaders in innovation are ‘living at the periphery’ and not at the core of their industry
  • Why Scott believes that combining the best elements of startups and large companies is a good path to solve today’s biggest global challenges
  • How Scott’s experience of living in Asia has evolved his thinking on how best to organize markets, and the role that family owned businesses, private companies and government linked enterprises can play

Key Takeaways and Learnings

  • By doing ‘dual transformations’ together allows an organization to take the disruptive threats that are coming at them today and turn them into exciting growth opportunities of tomorrow
  • To avoid getting stuck in the core of today it is necessary to be able to play at the periphery of an industry. The core of today will give you no signal that it’s time to change until it’s too late
  • The meeting of entrepreneurial energy with assets and scale can make magic happen – so we should look for ways to combine the start up and large company communities to tackle our most intractable problems
  • There are different cultural norms around the world in how people and organizations think about failure. And where we see a reluctance to accept failure it holds back the innovation ecosystems both within large companies and startups
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