Tag Archives: 3-Horizon Model of Innovation

What Is Holding Your Business Back from Becoming the Next Big Thing?

Posted on August 29, 2020 by Eugene Ivanov

(This piece was originally posted to the HeroX blog)  As a famous line (wrongfully attributed to Charles Darvin) reads: “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is … Continue reading →

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The Words We Choose

Posted on February 20, 2020 by Eugene Ivanov

In a recent HBR article “Stop Calling It Innovation,” Nadya Zhexembayeva suggests ditching the term “innovation.” Her point? Employees hate innovation. Rightly or wrongly, they associate innovation with undue risk, extra work without reward, and even job loss. As a … Continue reading →

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A board game

Posted on November 5, 2018 by Eugene Ivanov

Blaming the CEOs for all real and imaginable transgressions is a common thing these days. I’m not an exception myself: on more than one occasion, I argued that all major problems of the corporate innovation process stem from the lackluster … Continue reading →

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One more time about “innovation terminology”

Posted on February 6, 2018 by Eugene Ivanov

In a recent HBR article, Scott Kirsner suggests ditching the term “corporate entrepreneur.” Kirsner names a number of reasons why corporate innovation, especially in large firms, is different from true entrepreneurship. One is bureaucratic shackles that restrict the development of … Continue reading →

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One more time about “culture of innovation”

Posted on July 11, 2017 by Eugene Ivanov

My previous post, “The “culture of innovation:” misnomer, oxymoron, myth or chimera?”, has caused a lively discussion in a number of LinkedIn groups. Approximately half of the commenters were sympathetic to my claim that the very term “culture of innovation” … Continue reading →

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Cloudy Vision, Cloudy Execution

Posted on April 14, 2016 by Eugene Ivanov

  As every high-quality report on innovation, Accenture’s 2015 U.S. Innovation Survey is a mixed bag of news. On the one hand, responses provided by “500 managers and executives with roles in innovation at large U.S. companies” paint a bright … Continue reading →

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