The biggest learning was the realization that disruption is not just happening to companies, it's also happening to the Navy. And that the Lean Innovation tools we've built to deal with disruption and create continuous innovation for large commercial organizations were equally relevant here.
When should you innovate? When times are tough, most organizations cut costs and hope to weather the storm. As we've discussed in previous articles, hope is not a strategy, and the best time to innovate is ALWAYS.
"The Smartest Places on Earth" by Antoine van Agtamael and Fred Bakker is a smart book. It is also smartly timed. And the smartest thing it does is land right at the intersection of where three different critical and timely debates have converged.
Southwest Airlines faced a potential disruption early in its operation--it was forced to sell one of its four airplanes. The implications are obvious--selling the airplane generates cash for operations and completely disrupts the company's capacity to serve customers and generate future revenue.
Last Monday Uber and Lyft left Austin because they lost an election on a proposition that would have allowed them to use their own background checks instead of using the city's fingerprint-based system.
The Internet today connects billions of people around the world. It's great for communicating and collaborating online. But because it's built for moving and storing information and not value, it has done little to change how we do business.
The future of higher education is dependent on colleges and universities moving from their comfort zone where learning is a static experience. Higher education must stop fearing that change means abandoning tradition.