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Daryl Twitchell
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Mr. Twitchell is Managing Partner of Silver Ridge Advisors, a strategy consulting firm that works with Fortune 500 and mid-size companies in financial services, healthcare, and media and technology. Mr. Twitchell leads the firm and works with clients to help drive profitable growth, innovate new products, perform strategic acquisitions and improve operational efficiencies.

Previously, Mr. Twitchell was Senior Vice President at Lehman Brothers, responsible for strategic acquisitions, minority investments and start-ups for the Investment Management Division. He was also a Principal at two closely held venture capital firms, Ameriquest Capital and FrontLine Capital, focused on growth equity investments in financial, business services and technology companies. Earlier, Mr. Twitchell was Vice President and Global Marketing Head at Citigroup Alternative Investments, and Director of Strategic Planning at American Express, where he was responsible for building one of the first online banks, Membership B@nking (now part of Ameriprise). Before that he was an Associate Consultant with Corporate Decisions, Inc. (now Oliver Wyman).

Mr. Twitchell holds a Master of Business Administration from Yale School of Management, and a Bachelor of Arts degree from Brown University. He is co-author of Management Consulting: A Complete Guide to the Industry (Wiley: 1999, 2001).

Entries by Daryl Twitchell

The Daily Innovator: Born or Built?

(1) Comments | Posted July 11, 2014 | 10:06 AM

What sort of person is it who can shape new ideas and bring them to life as businesses? Put another way, is an innovator's temperament born or is it built?

We say it's built.

Several years ago, Clayton Christenson and his colleagues argued in The Innovator's DNA that...

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The Daily Innovator: Nine Ideas for Sparking Curiosity in Your Collaborators

(0) Comments | Posted June 6, 2014 | 2:21 PM

Are some people just born curious? Or can curiosity be cultivated? The answer matters because curiosity is a necessity for innovation. If curiosity isn't instinctive among your collaborators then you need to bring it to life.

At The Daily Innovator(sm) we tend see every glass as half-full. We believe curiosity...

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The Daily Innovator: It's Not Who You Know But How They Think

(0) Comments | Posted April 16, 2014 | 9:42 AM

Anyone who has ever run a new idea through the signoffs and resourcing approvals needed to launch even a small pilot has encountered a range of reactions -- from support by fellow innovators to resistance against anything that might rattle the status quo. You end up asking yourself, "Why do...

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The Daily Innovator: Email to the CEO

(0) Comments | Posted February 10, 2014 | 3:52 PM

This is the time of year when we're all setting goals. Top of my list for 2014 is clearing a path for innovation in our organization. Allow me to make the case for why I need your sponsorship as CEO.

Our organization is challenged by complex issues -- technology, demanding...

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Ideas are the Easy Part: 10 Concrete Steps to Eliminating Fear as an Obstacle to Successful Innovation

(0) Comments | Posted December 13, 2013 | 2:39 PM

We've all been there. You're pitching an idea you think will do important things, and find yourself challenged by someone whose conception of discussion is to focus on the soft places at the fringe of your argument. While you advocate experimenting with a new idea, they focus on

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Rigor or Rigor Mortis?

(0) Comments | Posted November 6, 2013 | 8:26 AM

Unless you're an independent designer you may be unaware of the proliferation of online design competitions in the past few years. In exchange for a relatively small "prize" a business can crowd source its design needs to a worldwide talent pool, gaining access to creativity well beyond its...

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How Big Is Something That Doesn't Exist?

(0) Comments | Posted September 25, 2013 | 6:00 PM

In the early 2000s Citibank conducted a "friendly-user" test of a product it called "Thin Wallet." The concept, advanced for its time, was a card-like device that combined multiple credit and debit accounts into one piece of plastic. It worked at the installed base of point-of-sale terminals and, among other...

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The Daily Innovator: Using Value Constellations to Map New Business Models

(0) Comments | Posted July 31, 2013 | 11:49 AM

We all have our war stories. Kevin likes to tell one about a financial-services startup that engaged him to develop its first strategic communications initiative. On the first morning he asked the five entrepreneurs to name the business they were in. It took them four days. All these guys had...

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The Daily Innovator: Do Customers Want Your Big Idea?

(0) Comments | Posted May 29, 2013 | 3:24 PM

By Amy Radin, Kevin McDermott and Daryl Twitchell

A friend of ours runs a custom packaging business. He works arm-in-arm with his clients, especially his large accounts among California winemakers. What he could not understand, at first, was how much time wineries spend designing the appearance of what for him...

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Managing Collaborators No Matter Where They Sit

(0) Comments | Posted April 17, 2013 | 3:30 PM

The rumor is that Yahoo's decision to put an end to telecommuting teams in February came after senior executives checked virtual personal network logs and observed too few of its virtual team members actually logging in every day. Yahoo said its decision was not about productivity or a wish to...

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Skunks, Pop-ups and Hybrids: How to Build a Team of Innovators

(1) Comments | Posted March 6, 2013 | 10:22 AM

Big thinker Malcolm Gladwell once remarked that "innovation -- the heart of the knowledge economy -- is fundamentally social." Whatever else you may feel about Gladwell's pronouncements he got that one right.

There is never a shortage of new ideas. But there is always a shortage of great...

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Being a Daily Innovator

(0) Comments | Posted January 18, 2013 | 2:27 PM

It's 2013, and for would-be innovators nothing's changed. There's still no end of talk about the necessity of relentless innovation. And no end to the reality of people working in organizations facing a daily experience of scarcity, anxiety, competing work groups, uncertain leadership, skill shortages and simple bad habits.


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