What you measure matters. Consider a bridge built in Laufenburg, a town that straddles Germany and Switzerland. As the two halves of the bridge being built came together, it became (embarrassingly) clear that they would not align because they were at different heights.

Sometimes they don’t know it themselves. When they do, they hide it. But they are out there. Executives, managers, and business owners who want to stem innovation. If you no longer want your organization to try new approaches, if you believe that the best path to growth is to keep doing what has been working

In a glass-walled boardroom overlooking the Hudson River wrapping around downtown Manhattan, the Statue of Liberty in the distance, our guest lecturer flicked on one of the strangest slides I’ve seen. Juxtaposed against a sleek, modern room were two medieval paintings. One of a fortress. The other of a ship.

The folks at Fast Company and Forbes this month released their annual “most innovative companies” lists. Like many of us, I look forward to these lists every year. By championing those companies bold enough to challenge the status quo, they inspire all of us to do something different. By sifting from masses of companies the

Do your people go into the kitchen … or do they go home? When Kat Cole, a waiter at a local Hooters, learned there were not enough cooks that day to serve food, she watched as other waiters hung up their aprons. No food to cook means no food to serve, they figured.

We usually get it wrong. When trying to predict the path of innovations – which ones are hype, which ones are real, which ones will take hold, and which ones will fall out of favor – our record, as humans, is poor. We think this is because, in the study of innovation, people overlook a

Exposed brick scrapes out just enough space in the cellar off Brussels’ central square to make room for 10 tables and a kitchen dispensing mussels, fries, and beer. I got in today from Dubai. Tomorrow, a workshop followed by a train ride through the Chunnel to London. 

It was a magical moment. Not just because I was with my wife and three children, nor that we were at a Parisian café with a view of the Eiffel tower, nor even because after a week of rain Paris decided to give us – on our one day in the city – perfect blue

The Organization of Tomorrow will be … Ten hours into a 16-hour flight. In two days, I’ll be delivering a workshop in Malaysia for a group of mid-market CEOs (the EO Chapter of Malaysia) and for AIG Malaysia. I should be dead tired but I can’t sleep because I am so inspired/angry/committed, having just written