“The future is shaped by the actions you take TODAY.”

“The ability to achieve significant nonlinear change starts with the realization that time is a continuum. The future is not located on some far-off horizon, and you can postpone the work of building it until tomorrow. To get to the future, you must build it day by day. That means being able to selectively set aside certain beliefs, assumptions, and practices created in and by the past that would otherwise become a rock wall between your business of today and its future potential.” (p 2) 

“Simply put, the future is shaped by what you do, and don’t do, today.” (p 5)

“Experimentation is all about learning, but if you can’t forget, you’re unlikely to learn… Think of roots and chains. If you cut a tree’s roots, it dies. Therefore leaders need to understand that their organizations’ roots have timeless value and need to be preserved. Conversely, every organisation also accumulates chains consisting of once-timely ideas and activities, that have lost their usefulness. If you do not find and break the chains, they will keep you from getting to the future.” (p 23-24)

“Maverick-driven transformations begin with an understanding that there is a problem. Most people stop at the problem statement; they see that a problem exists but just shake their heads and move on. However, mavericks, who are often more attuned to weak signals than are others, continue to turn the problem over in their heads until they conceptualize an unconventional solution and a market opportunity that the solution can exploit.” (p 36)

“Creative individuals who can see the greater picture find many more sources of inspiration than those who focus narrowly on their own circumscribed domains. To enhance that exposure, Sullivan (Kevin Sullivan, CTO Keurig) encouraged engineers not only to understand adjacent disciplines but also to actively cross-train in them.” (p 54)

“An emerging business’s performance should be evaluated based on how well and quickly the team learns from it’s experiments and resolves uncertainties.” (p 101)

“Every business, every day, is always managing, always forgetting, always creating both the linear present and the nonlinear, discontinuous future.” (p 114)

“It is essential to what I describe as a ‘change-ready culture’. Change typically is both most challenging and most often resented and resisted when it occurs too infrequently, usually a the result of a crisis. The Three-Box Solution is no more or less than a method for continuous change, practised in small daily ways that over time produce dramatic differences and a sustainable strategic posture.” (p 167)

“Sometimes nonlinear leaps can be inspired by practices that are linear elsewhere.” (p 172)

“The future is shaped by the actions you take today. Breakthrough business model innovation can happen tomorrow when leaders implement breakthrough organizational design today.” (p 190)

“Relatively speaking, fixing a problem is a low-value activity, whereas changing the conditions that lead to a problem is at the heart of planned opportunism. Over time, addressing particular problems becomes an opportunity to more ambitiously change the game.” (p 204)

“There is so much you don’t know yet about new customers, new technologies, new business models, and new types of risk. Consequently, you seek control through methodical investigation and discovery… They sought to collaborate rather than dominate because listening and collaborating are the best ways to learn.” (p 210)

THE THREE BOX SOLUTION – A Strategy for Leading Innovation – Vijay Govindarajan, 2016, published by Harvard Business School Publishing.

We provide our insights through quotes directly taken from books, articles, videos, info graphs and other media. We do not add, comment or reflect on the topics highlighted or represent the media in its intentions or as a whole. We hope to inspire you to dig deeper, discover and fall in love with your own eureka moments.

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