Corporate Innovation Groups (CIGs) are often on “offense” when it comes to new product development and technological innovation, particularly when it comes to engaging the market and mitigating market-facing risks.
When your leadership thinks like a VC, there’s a better chance a new growth opportunity that your customers love will make it to market.
Much has been said about the disruptive potential held within artificial intelligence (and this is not a new debate). Rather than envisioning catastrophe scenarios, what opportunities are present in this new capability set?
For any new product you develop, the initial ask we make of consumers should focus on the least amount of new behavior required to drive the most value to them, the user.
One of the biggest things we hope to learn through this listening tour are the critical elements required to build and sustain a successful corporate innovation group (CIG). To get at that question, we designed a simple, interactive activity that asks our interviewees to plot a number of optional CIG elements (yellow “cards”) against two dimensions: risk and rigidity.
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We want to acknowledge that we play and work on the traditional land of the Nacotchtank people, and honor with gratitude the land itself and the people who stewarded it throughout the generations. To find out which Native Nations’ land you’re on, this map is a great start.
