Thoughts & Insights
Corporate innovation teams are taught in their organizations, and in the media and classes, to act like entrepreneurs navigating risk in a new venture or idea. But entrepreneurs usually work in partnership with their Venture Capitalists (VCs), because together they...
Since 1955, the average lifespan of an S&P 500 company has decreased by 44 years. And in the last 15 years alone, 52% of S&P 500 companies have disappeared. Whichever way you slice it, it’s never been harder for companies to survive, let alone thrive. And in...
It is always difficult to develop an early idea, earn revenues, and exit. This struggle is especially true whenever firms fall in love with that new idea and manage (and fund) it like a traditional project. There’s an alternative path, though.
If you swim in the waters of insurance and financial services, it’s a good time to paddle out and stand up. While the potential blockchain tsunami remains trapped behind legal and regulatory reefs, several good vibrations are creating strong waves to propel you forward. The question for insurers is: How can we get in the best position to ride these new industry dynamics?
Large enterprises struggle at launching fast-growing ventures because they fall victim to hidden venture-killers. Many of these obstacles are the corporate attributes you’re most proud of. Here are the 8 venture-killers, and what to do about them.
As we help firms introduce new, breakthrough services and experiences, there comes a moment that can feel like the first day of school: No matter how much preparation has come before, the venture team can suddenly feel uncertain, anxious, and wracked with doubt. ...
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.
Evolve your research design from measuring what your target customers ‘say’ to measuring what they actually ‘do’ by gathering behavioral data in scrappy ways.
The term business model is used loosely to describe how a business operates, but what is it as its simplest? Our CEO, Natalie Foley, breaks it down into simple terms and describes how a business model develops around a consumer need and evolves quickly through testing that de-risks concepts.
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?
How our Design Strategist, Anthony DeThomas, used design thinking to write and publish a children’s book, My Friend Failure.
A high-level summary of our findings from research with innovation teams at large companies to deliver successful innovation projects to market.
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.
It can be difficult to shift away from your conventional way of thinking; at Peer Insight we often use analogies to help stimulate our thinking and get the creative juices flowing in brainstorming sessions.
How design thinking and entrepreneurship can move us from possibilities to profitability in artificial intelligence.
Last week we sat down with a VP of Innovation & New Business Development at a Fortune 500 manufacturing company, an Innovation Venture Manager at a top insurance company, and a Strategy Manager responsible for innovation at an international non-profit. We captured a few of our top takeaways here.
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.