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.