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The list below includes all our site pages.

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• About
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Recent Posts

• Why Understanding Value Is Critical to Decision-Making
• Developing More Meaningful Value Propositions
• Delivering Innovation: Critical-to-Value™ Matters to Succeed or Fail Fast
• Healthcare Startups: How to Ensure a Successful Product Launch
• Delivering Innovation: Assessing Your Organization’s Capability
• Why Your Voice of the Customer Project Hasn’t Yielded Accurate Results
• The Learning, Knowledge-Creating Organization
• Understanding the Pharmaceutical Industry Through the Lens of Jobs-to-be-Done
• Finding Fundable Opportunities Inside Customer Problems: How to De-Risk Investor Pitches
• Market Analysis & Value Proposition: Is Your Hockey Stick Real?
• Improving Quality or Reducing Cost for On-Market Products
• De-Risking Adoption of Innovations: Market Risk
• Managing Market Development: Identifying Critical To Value for a New Product Introduction
• Monetizing Innovation (Part 2): The Right Team Counts Even in a Large Organization
• Interim Leadership: Why Every Company Needs an Interim Executive Leadership Plan
• Managing Risk to Maximize Innovation Success
• Build Three Models for Innovation Success: Product, Business and Execution
• Monetizing Innovation: The Right Team Counts
• Improving Innovation Effectiveness: Adopt an Investor’s Mentality
• Delivering Success in Strategic Planning: Talent Management
• Is Your Strategic Planning Process Resulting in Tunnel Vision or Chaos?
• Turning a Strategic Plan Into Results
• No-Nonsense Strategic Planning: Make It Meaningful and Actionable
• Executing a Three-Year Strategy with Twelve Months of Cash
• Delivering Value & New Products: Where to Start?
• Discovering Value: Why Most Managers Fear and Leaders Embrace Risk
• Find Value in the Forest, Not the Trees
• Delivering Value: The Innovation Guidepost
• Innovate or Die: Why Beauty Truly Is in the Eye of the Beholder
• The Scientific Method: What Goes Around Comes Around
• Mind the Gap(s): Become More Innovative as You Innovate
• Achieving Innovation: The Essential Characteristics of an Innovative Organization
• Using the Negotiating Matrix as a Tool in Working with Distributors
• When Might You Need Experienced, Senior Level Finance Help?
• Practical Uses for the Negotiating Matrix: Valuation
• Practical Uses for the Negotiating Matrix: Strategic Alliances
• Navigating Common Mistakes in a Negotiation
• A Winning Go-to-Market Strategy: How to Launch Strong in Today’s Dynamic Marketplace
• Unveiling Real User Needs Through Conjoint Analysis
• How Market Segmentation and Analysis Can Make or Break Your Launch
• The Market Driven Organization: What Does It Mean and Why Does It Matter?
• Are There Really Just Ten Types of Innovation?
• Agile Systems Engineering as a Model of Innovation and Adaptation
• Innovation Made Simple
• Achieving Innovation Success in Phases and Frameworks
• The Magic of the Canvas
• We Aren’t Moving Forward: Where Is Sun Tzu When We Need Him?
• Beyond Problem Solving to Value Creation: Teaching Innovation and Entrepreneurship in an Academic Environment
• Business Process Improvements Are Valuable Innovations
• Taking Innovation Initiatives a Step Further
• People are Innovative, Organizations are Not
• Don’t Just Fail Fast — Learn Fast! Fail with a Purpose!
• Commitment Starts with Understanding What You Are Signing up For
• Realizing Innovation: It Takes a Village!
• Executing on Innovation within the Matrix
• Does It Deserve to Be Called Innovation? Does It Really Matter?
• Models of Executing Innovation via Govindarajan and Trimble
• Interim Leadership: An Outside View Looking In
• Focusing on Features to Achieve Product-Market Fit
• Succession Planning & Murphy’s Law
• Where Does Confidence Come from When It’s Not Business as Usual?
• My R&D Manager Quit!
• Originality and Value
• Interim Leadership
• When Clarity Is Most Critical in Dealing with an Orphan
• No “Blockbuster” without Clarity
• The Genesis of an Orphan
• On a Parallel Path: Innovation Emerging as an Organizational Competency
• Fixed and Growth Mindsets
• Recognizing an Orphan or Non-Strategic Product Line
• Maintaining Innovation within a Large Organization
• Who Leads Innovation?
• Micromanaging Innovation