The Innovation Show

A Global weekly show interviewing authors to inspire, educate and inform the business world and the curious. Presented by the author of "Undisruptable", this Global show speaks of something greater beyond innovation, disruption and technology. It speaks to the human need to learn: how to adapt to and love a changing world. It embraces the spirit of constant change, of staying receptive, of always learning.

The Legal Boundaries of User Innovation and Patents with Prof. Andrew Torrance 03/29/2025

Gary Hamel - Leading the Revolution Part 3 Be Your Own Seer 03/22/2025

Gary Hamel - Leading the Revolution Part 3 Be Your Own Seer Welcome back to part three of 'Leading the Revolution' with the legendary Gary Hamel. In this episode of The Innovation Show, Gary and host Aiden dive deep into two key chapters from Gary's books, exploring the principle of learning to be your own seer and the critical distinction between imagination and prediction in innovation. They discuss the importance of psychological safety in fostering creativity within companies and why many organizations fail to imagine the future. Gary shares his insights on developing foresight, the role of contrarianism in innovation, and the necessity of building a foundation of unconventional, differentiated insights for genuine innovation. He also emphasizes the importance of stepping outside the insular corporate environment to seek out underappreciated trends, frustrations customers face, and the deeper, broader questions around societal changes. Packed with practical exercises and real-world examples, this episode offers valuable takeaways for individuals and companies alike aiming to break free from conventional thinking and lead the charge in their industries. 00:00 Introduction and Welcome 00:25 The Importance of Being Your Own Seer 02:23 Imagination and Foresight in Innovation 06:12 The Role of Discontinuities in Innovation 08:11 The Need for Organizational Foresight 09:42 Building a Foundation of New Insights 18:18 Challenges in Allocating Resources for Innovation 25:15 The Importance of Transcendent Themes 29:15 Understanding Deeper Changes in Society 31:24 Impact of Connectivity on Society 32:19 Customer Frustration and Business Opportunities 33:37 Reinventing Education and Knowledge Consumption 34:42 Identifying and Addressing Industry Dogmas 41:20 Empowering Employees for Innovation 46:41 Distinguishing Form from Function in Business 49:07 Encouraging Radical New Possibilities 55:43 Conclusion and Future Topics /episode/index/show/theinnovationshow/id/35820255

Gary Hamel: Leading the Revolution Part 2 Business Concept Innovation 03/15/2025

Gary Hamel: Leading the Revolution Part 2 Business Concept Innovation In this episode of the Innovation Show, we dive into Chapter 3 of Gary Hamel's influential book, 'Leading the Revolution.' Gary, one of the early proponents of business model generation, discusses the concept of Business Concept Innovation and how it has reshaped industries over the years. We explore examples of companies like Dell and Apple, which have successfully implemented innovative business models, and we delve into the components of business model innovation, including customer interaction, strategies, and value networks. Gary also shares his insights on overcoming organizational inertia, fostering a culture of innovation, and the importance of rethinking conventional business assumptions. This episode is a must-listen for anyone interested in driving innovation within their organization and staying ahead of the curve. 00:00 Introduction to Gary Hamill Series 00:13 Business Concept Innovation 02:44 Examples of Business Model Innovation 04:41 Expanding the Innovation Horizon 05:49 Defining Radical Innovation 08:49 Challenges in Business Model Innovation 17:07 Importance of Deconstructing Assumptions 26:01 Executive Support for Innovation 37:46 Assessing Company Resources for Innovation 38:24 Challenges in Big Companies vs. Startups 38:38 Haier's Approach to Entrepreneurship 40:42 The Importance of Public Policy in Innovation 44:19 The Role of Government in Business Innovation 44:31 Decadence and Complacency in Organizations 46:03 Historical Examples of Efficient Government 50:46 The Need for Courageous Leadership 51:52 Activism and Innovation in Companies 53:27 Building a Resilient Business Model 56:42 Strategic Decisions in Business Models 59:21 The Importance of Customer Contact 01:03:44 First Mover vs. Smart Mover 01:07:44 Competitive Lockout and Choke Points 01:12:14 Preparing for a Rapidly Changing Economy 01:12:44 Continuous Learning and Personal Responsibility 01:14:03 Conclusion and Contact Information /episode/index/show/theinnovationshow/id/35709235

Gary Hamel - Leading the Revolution Part 1 03/10/2025

Gary Hamel - Leading the Revolution Part 1 Gary Hamel on Leading the Revolution Part 1 In this episode, renowned business thinker Gary Hamel discusses his book 'Leading the Revolution' with Aidan McCullen, offering an innovative action plan for companies or individuals aiming to stay ahead of the industry. Drawing on successful examples from companies like Charles Schwab, Virgin, GE Capital, and profiling innovators like Ken Kutaragi of Sony PlayStation, Hamel shares how to grow and innovate amidst market chaos. He explores the origin of revolutionary business concepts, key criteria for building activist-friendly and revolutionary-ready companies, the dangers of becoming ‘one vision wonders,’ and harnessing employee imagination. The conversation also reflects on business failures, the cyclical nature of market success, and the essential need for continuous reinvention. Join for invaluable insights on thriving in turbulent times. 00:00 Introduction to Industry Revolutionaries 00:41 Exploring Revolutionary Business Concepts 00:48 Key Criteria for Building Revolutionary Companies 00:55 Avoiding One Vision Wonders 00:59 Harnessing Employee Imagination 01:11 Practical Advice for 21st Century Success 01:23 Welcoming Back a Business Thinker 01:50 Insights from Leading the Revolution 02:37 Honoring Professor Paul Hamel 03:23 Corporate Climate in 2000 03:56 Technological Advancements and Market Shifts 04:43 The Importance of Innovation 05:16 Challenges for Established Companies 06:15 Digital Transformation and Its Pitfalls 06:53 Investment in Technology 09:04 Organizational Orthodoxies 10:42 The Danger of Unchallenged Assumptions 11:19 Examples of Missed Opportunities 15:25 The Future of Retail and Education 17:23 The Importance of Humility in Leadership 18:24 Case Study: Sony's Rise and Challenges 20:44 Leadership and Organizational Dynamics 23:31 Encouraging Innovation from the Periphery 24:32 Case Study: Haier's Entrepreneurial Platform 29:07 Changing the Rules for Success 31:17 Forming Partnerships with Young Companies 32:22 Understanding Innovation Risk 36:31 De-Risking Innovation 37:55 The Importance of Intellectual Commitment 39:17 Challenges of Business Model Innovation 44:37 Strategic Planning vs. Strategy 50:27 The Illusion of Corporate Vitality 59:11 The Need for Innovative Leadership 01:01:13 Conclusion and Next Steps Find Gary: /episode/index/show/theinnovationshow/id/35611690

Gary Hamel - Competence Based Competition 03/05/2025

Pedro Oliveira: User Innovation in Healthcare 02/25/2025

Gary Hamel - Competing For The Future Part 2 02/21/2025

Gary Hamel Part 1: Competing for the Future 1 02/13/2025

Paul Nunes and Ian Morrison (R.I.P.) - Navigating Second Curves 02/10/2025

Henry Mintzberg - Bedtime Stories for Managers 02/06/2025

Eric von Hippel - Free User Innovation Part 2 01/29/2025

Eric von Hippel - Free User Innovation Part 2 Episode Summary: Eric von Hippel - Free User Innovation (Part 2) Introduction Host Aidan McCullen welcomes back Eric von Hippel for Part 2 of their discussion on Free User Innovation, supported by Wazoku, a company pioneering Total Innovation by connecting people, ideas, and technology. Aidan highlights the great feedback received from Part 1 and sets the stage for a deeper dive into the division of labor between users and producers in the innovation process. Key Themes & Discussions 1. Users as the Real Innovators Traditionally, innovation is associated with manufacturers, but users actually drive pioneering innovation. From skateboards to mountain bikes to heart-lung machines, users create solutions out of necessity, while manufacturers enter the scene later. Manufacturers avoid new markets because they require scale and certainty before investing resources. 2. The Heart-Lung Machine Story (User Innovation in Medicine) John Haysham Gibbon, a surgeon, saw the urgent need for a heart-lung machine to save children needing heart surgery. He approached manufacturers, but they rejected him because there was no proven market. Using charitable funding, Gibbon developed the machine himself and successfully used it on a patient. Other surgeons saw the proof of concept, replicated it in their own hospitals, and slowly created a market for manufacturers to step in and refine the machine. This illustrates user-driven pioneering innovation followed by manufacturer refinement and scaling. 3. The Corporate Rebel Dilemma (Why Organizations Resist Innovation) Employees who spot future opportunities (corporate rebels) often face internal resistance. Example: Ken Kutaragi, the man behind the PlayStation, initially faced rejection from Sony’s leadership. Change only happened when a new executive backed him, allowing the idea to flourish. The challenge: CEOs see corporate rebels as resource drains on an unproven idea. Corporate rebels feel frustrated that leadership doesn’t recognize obvious opportunities. Balancing both perspectives is crucial for organizational innovation. 4. Kodak and the Digital Camera - A Cautionary Tale The first digital camera was invented inside Kodak, but executives rejected it. Why? Kodak was built on film—their expertise, business model, and infrastructure all depended on film. Employees resisted the shift because it threatened their roles. The result? Kodak missed the digital revolution, proving that organizations often resist innovations that threaten their existing business model. 5. Hidden Roadblocks to Innovation (The Reward System Problem) Even when innovation is recognized, company structures resist change. Example: A head of manufacturing refused to introduce an innovation because his bonus depended on reducing scrap waste—and every new product increased waste. Organizations are hardwired to maintain existing incentives, even when they conflict with innovation goals. 6. Users Innovate, Manufacturers Improve (The Division of Labor in Innovation) Users innovate for function, manufacturers innovate for refinement and scale. Example: Mountain bikes were first created by users modifying existing bicycles. Once enough demand existed, manufacturers stepped in and improved features like suspension systems. The orthopedic surgeon who added a spring-loaded seat post to absorb shocks is a great example of this process. 7. The Challenge of Recognizing Frontline Innovation (Listening to the Right People) Innovations often come from unexpected sources, but organizations fail to listen. Example: A furniture upholsterer noticed unusual wear on waiting room chairs at a cardiologist’s office. This led to the discovery of Type A personality, as anxious patients wore down chairs faster. Who notices early warning signs in an organization? Often, it’s not management but cleaners, frontline workers, or maintenance staff. 8. The Hilton Hotel Internet Story (Why Systems Fail to Observe User Needs) In the early days of dial-up internet, hotel maintenance staff constantly reattached phone jacks that guests removed to connect their computers. Instead of recognizing this as a need for in-room internet, hotels initially resisted change and instead tried to physically block users from unplugging phones. This highlights how organizations often fight user behavior instead of adapting to it. Final Thoughts & Takeaways Users drive pioneering innovation, while manufacturers refine and scale it. Corporate rebels are essential but face resistance—they must frame ideas in ways that align with company incentives. Organizations must actively listen to unexpected voices (maintenance staff, frontline workers) for hidden innovation opportunities. Systemic roadblocks (like reward structures) often hinder innovation—even when everyone agrees on the need for change. Closing Remarks Aidan thanks Eric von Hippel for an insightful conversation full of real-world examples. Eric reiterates the importance of recognizing and supporting user-driven innovation in all industries. /episode/index/show/theinnovationshow/id/35070785

Henry Mintzberg - Rebalancing Society 01/24/2025

Aidan McCullen - The True Origin of The Innovation Show 01/17/2025

Aidan McCullen - The True Origin of The Innovation Show A conversation with Aidan McCullen, host of The Innovation Show and author of 'Undisruptable'. This a re-edited version of Tech Tonic, the world's first AI Thought Show with hosts (and friends) Scott Wolfson and Kes Sampanthar. Each episode, they explore the world of artificial intelligence, emerging technologies, and their impact on our lives. With engaging discussions, expert guests, and a dash of humor, Tech Tonic provides a unique perspect. Aidan shares his origin story, detailing his transition from professional rugby to digital transformation and media. Discover the inspiration behind his podcast, the importance of continuous learning, and the concept of 'the show before the show'. Aidan's journey is filled with insights on overcoming resistance, embracing reinvention, and the value of autodidactic learning. Don't miss this deep dive into the life of a true innovator. 00:00 Introduction and Initial Struggles 00:29 Welcome to the Innovation Show 00:58 Aidan McCullen's Journey 01:24 Early Days and Learning Curves 03:45 The Birth of the Innovation Show 05:59 Challenges and Resistance 10:07 Taking the Leap 11:26 Seth Godin and the First Episode 13:24 The Concept of Reinvention 18:45 The Power of Discipline and Consistency 29:05 Digital Transformation and Creative Destruction 34:59 The Power of Education and Strategic Alignment 36:03 Embracing Failure and the Path to Success 37:04 The Journey of an Autodidact 38:31 Overcoming Skepticism and Building Credibility 42:44 The Importance of Coachability and Learnability 46:10 The Role of Passion in Professional Growth 57:45 The Reinvention Summit and Its Vision 01:00:48 The Neuroscience of Learning and Thinking 01:07:13 The Journey and Future of Reinvention 01:16:26 Reflections and Final Thoughts Find TechTonic here: https://www.youtube.com/@theAIthoughtshow/streams #InnovationShow #AidanMcCullen #DigitalTransformation #ContinuousLearning #Reinvention #Podcast /episode/index/show/theinnovationshow/id/34898235

Fueling Today with Tomorrow Eating the Seed Potato or Planting the Seed Snake 01/15/2025

Fueling Today with Tomorrow Eating the Seed Potato or Planting the Seed Snake Fueling Today with Tomorrow Eating the Seed Potato or Planting the Seed Snake "Do Not Mortgage Your Future for Small Gains Now" - "Business leaders are being motivated and rewarded to heat their houses by burning their furniture." - In our pursuit of immediate comfort or short-term gains, we often sacrifice the foundations of future success. This principle is captured in countless cautionary stories. In this week's Thursday Thought, we explore those of the Irish Potato Famine, corporate strategy, and the unexpected world of collectible snakes. To build a sustainable future, we must resist the urge to mortgage it for fleeting rewards. As the old saying goes, "We do not inherit the Earth from our ancestors; we borrow it from our children." Similarly, our future isn't something we passively receive—it’s something we shape with the choices we make today. The Irish Famine: Eating the Seed Corn During the Great Irish famine, desperation led farmers to consume their seed potatoes—the very resource needed to secure future harvests. Fishermen sold their nets, and artisans sold their tools, sacrificing not just physical assets but the means of their future livelihoods. This poignant image of short-term survival at the expense of long-term resilience serves as a powerful metaphor for organisational decision-making. In the corporate world, this dynamic plays out when companies sell valuable assets or slash critical investments in research and development and innovation to sustain short-term valuation. Consider Sears, a retail pioneer that, under financial pressure, sold off its highly profitable financial arms, including Discover Card and Allstate Insurance. These divestments provided immediate capital but stripped Sears of lucrative assets that could have supported its survival during the retail industry's famine. By "eating its seed potato," Sears left itself with little to plant for the future. Efficiency-driven strategies are seductive because they deliver quick results and a sense of control. Yet, these strategies often resemble mining soil without replenishing it. Companies that prioritise cost-cutting and share buybacks over innovation may temporarily appease shareholders, but they risk sacrificing their ability to adapt and grow. The story of Heinz under CEO Tony O’Reilly is a cautionary tale. To boost earnings, O’Reilly slashed R&D and marketing budgets, undermining the company’s long-term competitiveness. Bill Johnson, O’Reilly’s successor, later admitted, “We weren’t supporting our brands, and we weren’t being innovative at all…. In terms of cost cutting, the mistake for the industry, in retrospect, is that it did not take the cost out of the system. It took the cost out of the product.” Like farmers consuming their seed potato, Heinz prioritised immediate gain over future resilience, leaving it vulnerable to shifting market demands. Planting the Seed Potato: Philips’ Strategic Reinvestment Philips serves as a masterclass in planting and replanting the seed potato for future success. (We discussed Philips with friend of the show and prolific author , links here and video embed below). In 2006, while still profitable, Philips made the bold decision to phase out its incandescent lighting business, recognising that LEDs would soon become more cost-effective. Rather than eating the seed potato of its legacy business, Philips acquired smaller LED-focused companies, cultivating this new field until its LED division grew into a $7 billion powerhouse. By 2016, Philips had spun off its lighting business into Philips Lighting (now Signify), freeing resources for its next strategic planting. In an impressive act of replanting, Philips pivoted to the healthcare industry, focusing on diagnosis and treatment equipment. Through careful planning and a balanced portfolio strategy, Philips invested heavily in this fertile ground. By 2017, most of the company’s revenue came from high-end medical equipment, cementing its place as a leader in the healthcare sector. This transformation was not an overnight miracle but the result of strategic foresight and the courage to reallocate resources from legacy crops to future harvests. Planting the Seed Snake On this week's Innovation Show, our , Seth Godin shared the story of Justin Kobylka. Justin is a pioneer in the snake breeding industry. Once a small-scale operation where pythons sold for $20, the market transformed thanks to the internet, which expanded access to collectors globally. Justin's key differentiator was his early investment in his facilities and the genetic quality of his pythons. Many times, he might have sold off his prize python for a healthy reward and many times he resisted. Instead of cashing out by selling his most valuable snakes for immediate gain, he retained them to breed even more extraordinary future generations. Conclusion: The Cost of Strategy Decay In our forthcoming series with , we discuss the concept of strategic decay. Strategies, like assets, have a finite lifespan. Over time, the competitive advantages that once fuelled growth erode. Rivals replicate best practices. Market dynamics shift. Without reinvention, even the most successful organisations fall prey to strategy decay. This decay is exacerbated when companies rely on short-term fixes to prop up performance—share buybacks, cost-cutting, or selling off valuable assets. These actions create the illusion of health, but hey mask future problems. These problems are often inherited by an unassuming new leader, who soon discovers that damage done by her predecessor. Organisations that thrive in the face of disruption are those that embrace innovation as an ongoing, foundational practice. This means fostering a culture of long-term thinking, experimentation, and creativity. It also requires the discipline to let go of what no longer serves the mission and the courage to invest in what does. The choice is to burn tomorrow’s fuel for today’s warmth, or invest in building a sustainable fire that will burn brightly for generations to come. /episode/index/show/theinnovationshow/id/34873315

Seth Godin - This Is Strategy 01/14/2025

Eric von Hippel - Free User Innovation 01/12/2025

It's Hard to Read the Label from Inside the Jar: Navigating Change from Within 01/09/2025

Are Humans Part of a Superorganism? - Byron Reese Part 1 01/05/2025

Corporate Bodies Under Stress: Balancing Immediate Survival and Long-Term Growth 01/01/2025

Dr. Julia DiGangi - Energy Rising Part 2 12/31/2024

Dr. Julia DiGangi - Energy Rising Part 1 12/27/2024

Stan Deetz Finale - Navigating Organizational Transitions 12/23/2024

Eugene Ivanov and Andrew Binns - Corporate Explorer Fieldbook Finale 12/20/2024

Charles Handy R.I.P. (1932–2024) 12/17/2024

Steve Kerr - Reward Systems Part 2 12/14/2024

Steve Kerr - Reward Systems: Does Yours Measure Up? 12/11/2024

The Heart of Science Engineering Blueprint with 3M's Jayshree Seth 12/07/2024

AI Wars Echoes of Past Tech Battles in the Race for Dominance 12/04/2024

AI Wars Echoes of Past Tech Battles in the Race for Dominance The AI Battle Mirrors Past Format Wars “History never repeats itself, but it does often rhyme.” — Mark Twain [TLDR: This week’s Thursday Thought explores the ongoing battle for AI dominance among tech giants like OpenAI, Anthropic, X, Google, and Microsoft, drawing parallels to historic format wars that have shaped various industries. From the iconic VHS vs. Betamax struggle to the intense competition between gaming consoles like PlayStation, Xbox, and Nintendo, and the enduring rivalry between iPhone and Android, these conflicts reveal a recurring pattern. As AI companies follow similar paths, it’s clear that, while technology evolves, the strategic dynamics remain strikingly similar.] The current battle for dominance between tech giants like OpenAI, Google, Anthropic and Microsoft is not just a race to the top — it’s a modern-day format war. By examining the patterns of previous technology battles, we can gain insight into how this AI competition is likely to play out. Three key patterns emerge from past format battles that are now being mirrored in the AI space: The Power of Network Effects: Just like previous format wars, the AI battle will be heavily influenced by network effects. (A network effect occurs when a product or service becomes more valuable as more people use it, creating a positive feedback loop that can lead to rapid growth and market dominance.) The Underdog Advantage: History has shown that the winner is often not the one everyone expects — not the biggest company or even the best product. Early market leaders may fall behind as more adaptable or better-networked competitors take the lead. Ecosystem Building is Key: The final battleground is not just the technology itself, but the entire ecosystem built around it. Companies that successfully create a thriving ecosystem of developers, partners, and content will probably emerge as the ultimate winners. To understand these dynamics better, let’s revisit three strategic battles that shaped the technology landscape: the VCR format war, the console wars, and the smartphone OS wars. Each of these battles offers valuable lessons for understanding the current AI competition. The VCR War: A Template for Format Battles (The also-rans in the VCR war (that I know of) included Philips and Grundig’s Video 2000 (V2000), and RCA’s Capacitance Electronic Disc (CED). The videotape format war between VHS and Betamax in the late 20th century stands as one of the most emblematic battles over technological dominance. Introduced in the mid-1970s, Sony’s Betamax initially captivated the market with its superior video quality and compact design. However, JVC’s VHS, which entered the market shortly after, quickly emerged as a formidable competitor by addressing consumer needs more effectively with longer recording times — up to two hours initially, which was soon extended to four, six, and even eight hours as the technology developed. The success of VHS was not solely because of its technical merits. JVC employed a strategic approach by licensing its VHS technology to an array of manufacturers, including heavyweights like Panasonic, Sharp, and RCA. This move flooded the market with VHS players, making the format more accessible to the average consumer. To further tip the scale in their favour, during the mid-1970s JVC established VCR supply relationships with leading national consumer electronics companies in Europe and the United States. In supplying Thomson, Thorn, and Telefunken (all independent companies at that time) as well as U.S. partners, JVC was able to gain the cash and the diversity of market experience that ultimately enabled it to outpace Philips and Sony. Philips developed videotape competencies in parallel with JVC, but it failed to build a worldwide network of OEM relationships that would have allowed it to accelerate the refinement of its videotape competence through the sale of core products. According to , by the mid-1980s, VHS had achieved a 60% market share in the U.S., with over 30 million homes owning a VHS player. Hollywood’s role in this battle was also pivotal. Movie studios, recognising the growing popularity of VHS, began releasing their films primarily on this format. Movie studios partly influenced this decision because VHS tapes could hold entire movies without requiring multiple tapes — a common issue with the shorter Betamax tapes. Video rental stores like Blockbuster overwhelmingly supported VHS because of its broader availability and the convenience of longer playtimes. A self-perpetuating cycle emerged — a classic example of a network effect: the increased availability of content on VHS led to higher consumer demand for VHS players, which further solidified the format’s dominance. The death blow for Betamax occurred when RCA, one of the largest electronics companies in the United States, backed VHS. RCA’s decision, coupled with a strong marketing push, helped VHS capture an even larger share of the market. By the late 1980s, despite Betamax’s technical superiority, Sony had to concede defeat. Sony eventually began producing VHS players, marking the end of the format war. The Console Wars: The Battle for Gamers’ Hearts The console wars between Sony’s PlayStation, Microsoft’s Xbox, and Nintendo highlight how the best product doesn’t always win. Sony’s PlayStation and Microsoft’s Xbox fought fiercely over processing power and exclusive titles, but Nintendo carved out its niche with innovative gameplay and a focus on casual gamers. Each company’s success depended not only on the hardware but also on the ecosystem of games and online services they built.(Also rans, I know of included: , , and ). In the wake of the VCR format war, the gaming industry experienced its own version of a format battle, known as the console wars. This battle, primarily between Sony’s PlayStation, Microsoft’s Xbox, and Nintendo, has defined the gaming industry for decades. Each of these companies has sought to establish its console as the dominant platform, employing strategies that echo the VHS-Betamax rivalry. Sony entered the gaming market in 1994 with the PlayStation, which quickly became a dominant force because of its powerful hardware and an extensive library of exclusive games. Titles like “Final Fantasy” and “Gran Turismo” attracted millions of gamers to the PlayStation ecosystem, establishing Sony as a leader in the industry. Microsoft joined the fray in 2001 with the launch of the Xbox. The Xbox was innovative with its built-in storage and the introduction of Xbox Live, a comprehensive online gaming service that revolutionised multiplayer gaming. Microsoft also secured the exclusive rights to “Halo,” which became a defining franchise for the console and significantly boosted its popularity. Nintendo, a veteran in the gaming industry, pursued a different path. While Sony and Microsoft competed on hardware performance and exclusive titles, Nintendo focused on creating unique gaming experiences. The Nintendo 64 and GameCube had their own dedicated followings, but it was the Wii, launched in 2006, that truly set Nintendo apart. The Wii’s innovative motion controls and broad appeal to casual gamers made it a global phenomenon, outselling both the PlayStation 3 and Xbox 360 in several markets. The console wars mirror the VHS-Betamax battle in that the competition wasn’t just about selling hardware; it was about creating a compelling ecosystem. Sony and Microsoft invested heavily in securing exclusive games, building online communities, and expanding their platforms. Meanwhile, Nintendo focused on innovation in gameplay, drawing in a diverse audience that included non-traditional gamers. The Smartphone Wars: iPhone vs. Android (The smartphone OS wars, primarily between Apple’s iPhone and Google’s Android, show the power of ecosystem building. Apple’s closed, tightly integrated ecosystem appeals to a loyal base, while Android’s open platform and wide availability have made it the dominant mobile OS worldwide. This battle underscores how creating a broad and adaptable ecosystem can lead to long-term dominance.) (Also rans included: BlackBerry OS, Windows Mobile/Windows Phone, , , and ). The smartphone industry has also witnessed a fierce format war, this time between Apple’s iPhone and Google’s Android (also rans included Nokia’s Symbian). Apple revolutionized the mobile phone market in 2007 with the launch of the iPhone, which combined sleek design, intuitive touch controls, and an app ecosystem that redefined what a smartphone could be. The iPhone quickly became a status symbol and set the standard for mobile devices. Google’s Android, launched shortly after, took a different approach. Rather than producing its own hardware, Google made Android an open-source operating system that could be used by any manufacturer. This strategy led to a flood of Android devices from companies like Samsung, LG, and Motorola, covering a wide range of price points and appealing to a broad audience. Much like VHS, Android’s strategy of widespread availability helped it capture significant market share. By offering a variety of devices at different price points, Android became the dominant mobile platform worldwide, despite Apple’s continued success with the iPhone in the premium segment. The iPhone vs. Android battle still rages on, with each platform boasting its own loyal following, exclusive apps, and unique features. Apple’s closed ecosystem allows for tight integration and a seamless user experience, while Android’s open platform offers more flexibility and customisation, catering to a diverse range of users. The AI Wars: Following a Familiar Pattern The key players in the AI format war include (GPT series), (Bard), (Copilot and Azure AI), (Claude), Meta (LLaMA series), and Elon Musk’s , which includes several engineers who previously worked at OpenAI. Now, as we watch the AI giants battle it out, familiar patterns from past technology wars are emerging. OpenAI’s GPT series first captured attention with its revolutionary language models, reminiscent of how Betamax had an early advantage in the VCR wars. However, Google’s Bard and Microsoft’s AI, deeply integrated into their expansive ecosystems, are gaining significant momentum by offering broader applications and seamless integration across platforms, much like how VHS expanded its reach through strategic licensing and partnerships. Just as JVC licensed VHS to multiple manufacturers, AI companies today are aggressively expanding their reach through partnerships, developer support, and widespread accessibility. For example, Microsoft has strategically integrated its AI models across its software suite (e.g., Copilot in Microsoft 365) and through its Azure AI platform, making it easier for businesses to adopt and integrate AI into their operations. Similarly, OpenAI has partnered with major platforms like ChatGPT and various APIs, encouraging developers to build on top of its models, thereby driving adoption and entrenching their platforms as potential industry standards. These companies are not just building AI models — they are creating vast ecosystems where businesses and developers can build upon their AI technologies. For instance, Meta’s LLaMA series, though primarily research-focused, aims to foster an open AI research community that can contribute to and expand its capabilities, positioning Meta to influence AI’s future directions. As more businesses adopt these AI technologies, a feedback loop of innovation and usage is forming — just as it did with VHS. The more widespread the adoption, the more developers and companies are incentivised to build on these platforms, further solidifying their dominance. This cycle not only accelerates innovation but also entrenches these platforms in the market, making them more difficult to displace. The outcome of this battle will likely shape the future landscape of AI, much like VHS shaped the video industry, determining which platforms become the standards and which fall by the wayside. History Doesn’t Repeat, But It Rhymes As the AI battle unfolds, it’s clear that the strategies that determined past technology winners are still at play. The power of network effects, the advantage of underdogs, and the importance of building a comprehensive ecosystem are as relevant today as they were in the past. In the end, the winner of the AI wars will be the company that understands these lessons and applies them most effectively. The future of technology isn’t just about who has the best idea — it’s about who can bring that idea to the most people in the most powerful way. Interesting times awAIt. Build your own Business and Personal Network by joining us at next April 2025. We have a vast array of networks and communities joining us in Dublin on April 29th and 30th along with a stellar lineup of previous guests and friends of . Speaking of which, the latest episode of the show feature three forthcoming guests who will be speaking at , , and . We explore the Future of Consulting in an Age of Ai. /episode/index/show/theinnovationshow/id/34293460

Gold Crushes Ants Ill-Fitting Robes and Disruptions Power Redistribution 11/29/2024

Gold Crushes Ants Ill-Fitting Robes and Disruptions Power Redistribution Gold Crushes Ants, Ill-Fitting Robes and Disruption's Power Redistribution Aidan McCullen: [00:00:00] Gold Crushes Ants, Ill-Fitting Robes and The Power Redistribution of Disruption. Just a brief reminder of what this episode is in case you have not heard it before.. Each week I write a newsletter called The Thursday Thought. For years, listeners to the Innovation Show have asked me to narrate it. I never had enough time. So today, I am using AI. I have cloned my voice. It is not perfect, but it saves me hours of effort. For those who want the short version. Here is a paragraph: Disruption redistributes organisational power, information and status. As Machiavelli noted, those in power dislike such change. However, there is a twist to this week’s Thursday Thought. Sometimes, the new-found power does not sit well with those who inherit it, to their detriment and to that of the organisation. Gold Crushes Ants! Let's begin with a quote by Plato from "The Republic." Plato wrote: "But when the cobbler or any other man [00:01:00] whom nature designed to be a trader, having his heart lifted up by wealth or strength or the number of his followers, or any like advantage, attempts to force his way into the class of warriors, or a warrior into that of legislators and guardians, for which he is unfitted, and either to take the implements or the duties of the other; or when one man is trader, legislator, and warrior all in one, then I think you will agree with me in saying that this interchange and this meddling of one with another is the ruin of the State." This passage from Plato's The Republic expresses the idea that societal roles should be distinct and specialised to ensure the stability and well-being of the state. Plato argues that each individual has a natural aptitude and should perform the role suited to their abilities. The cobbler (a metaphor for any tradesperson), the warrior, and the legislator/guardian represent different classes in society. Plato believes that problems arise when individuals try to take on roles for which they are [00:02:00] not naturally suited or when they attempt to accumulate power by combining multiple roles. For example, if a cobbler tries to become a warrior or a warrior tries to become a legislator, it disrupts the social order and leads to chaos and ruin. This concept is part of Plato's broader vision of a just society, where everyone contributes according to their strengths and society functions smoothly as a result. The Power Shift. Let's take for example, the significant shift in power that occurred in many organisations due to the advent of digital technology. The rise of roles such as heads of digital, data, AI and E.S.G. transformed traditional industries, from media companies to physical retailers. These new roles require a different set of skills, mindsets and perspectives, often leading to friction within long-held hierarchies. In many traditional organisations, digital leaders face resistance similar to what Plato described. Established professionals, [00:03:00] akin to the warriors and legislators in The Republic, often see these newcomers as threats to their traditional roles and authority. This resistance can be rooted in a fear of obsolescence or a reluctance to adapt to new methods and technologies. For instance, the introduction of digital journalism revealed how technology can challenge the conventional roles within a newsroom. It changes the "speed to market", it raises concerns about traditional journalists and the changing nature of editorial control. This works both ways, where new power dynamics can lead to tensions when digital leaders overstep their bounds or when their innovations disrupt the status quo too abruptly. All of a sudden, their importance leads to ego problems. Gold Crushes Ants: The Gradual Path to Power and Responsibility. “If you give a ton of gold to an ant, it will only crush the ant.” — Sadguru There’s a profound parable shared by Sadguru about a lion with the heart of a mouse, [00:04:00] it went something like this… There was once a compassionate sage. One day while searching his home, the sage uncovered a mother and five baby mice. Terrified, the mother ran away, leaving the baby mice. The kind sage fed the babies with some grain. One day a cat came and devoured four of the mice, but one escaped. The old man continued to feed and care for the last baby mouse. The cat came back to finish the job and eat the last mouse, but the sage chased her away. Every time the sage closed his eyes to meditate, the wily cat came back. Eventually, the sage reasoned that this was not sustainable and he could not always protect the cat, so he had an idea. He used his magical powers to turn the baby mouse into a fierce cat. The idea worked and the cat never came back. However, a wild dog soon discovered there was a tasty cat living with the sage and hung around waiting for an opportunity for a tasty meal. Once again, the [00:05:00] sage thought to himself, this is so inconvenient. Once again the sage used his powers and changed the cat, who was once a mouse, into a dog. Again, it worked, but only for a while. One day, the dog ran home with his tail between his legs. The sage looked out to see that a large panther had been hunting the dog. After chasing the panther away, the sage sat down and thought. This was becoming too troublesome. He had an idea and used his powers one last time. He turned the dog into a lion — after all — a lion is the king of the jungle. Now, when the lion — who was a mouse, then a cat, and then a dog — roamed through the jungle, all the other animals ran away in fear. However, the lion went through a constant internal struggle. Knowing he was a lion with the heart of a mouse, he thought to himself. “What if the other animals find out that deep down I am just a mouse? What will they do to me?” The lion realised. The only other person in the world [00:06:00] who knows he is a mouse is the sage, so he had an idea. The lion returned home to the sage, intending to kill him. The savvy sage realised what the lion was about to do and apologised to the mouse inside the lion, saying it was wrong of him to change him. And so, the sage turned him back into a mouse. So what is the moral of the story? It is natural for a cat to chase a mouse, for a dog to chase a cat, for a panther to chase a dog. If you give them a position far beyond their capabilities for that position, it will bring misery to them and to the person who gave them the position. Whenever we place someone in a position beyond their abilities, it can rack them with insecurity, fear and doubt. In an organisation, power can poison talented people. They may suspect that others will doubt their abilities, they will fear that others will find them out. It happens with Innovation roles all the time. The organisation feels it should reward tenure and “gifts” an Innovation [00:07:00] Director or other "newly minted" role to executives who do not have transformation or innovation in their DNA. It happens in family-owned organisations because of nepotism. The family member then reigns terror throughout the organisation, sometimes undoing decades of significant cultural work laid down by previous generations. When we gift opportunities to others when they have not earned those opportunities, it rarely works out well. It is not about depriving the giver or the receiver; it is about the struggle and the rite of passage. This concept is particularly relevant today, where new roles—like Head of Digital, Head of Innovation, or Head of Data—are created to meet the demands of rapidly changing organisations. While those filling these positions often possess technical expertise, they may lack the leadership skills and political acumen required to navigate complex corporate environments. This leads to a profound mismatch between the role and the person, where the weight of responsibility [00:08:00] becomes crushing. The lion’s predicament is a metaphor for many modern professionals who find themselves thrust into positions of leadership. They have the title and the technical skills, but they haven’t developed the “muscle” to manage the power and responsibility that comes with the role. Just like the lion’s external strength hides its inner fragility, these professionals can struggle to wield their new authority. The Physiology of Building Strength. Building leadership capacity is much like developing physical strength. When muscles grow too quickly—often through artificial means like anabolic steroids—tendons and ligaments don’t have time to catch up with muscle growth. This creates an imbalance, increasing the risk of injury. The tendons can rupture because they’re not strong enough to support the rapidly growing muscles. In the same way, individuals promoted too quickly may lack the "connective tissue" of leadership skills, such as emotional intelligence, political savvy, and strategic thinking. [00:09:00] These are the tendons that allow people to support the heavier loads of responsibility that come with leadership. Without developing these critical soft skills, individuals risk being crushed by the demands of their new roles, just as tendons snap under the weight of artificially strengthened muscles. Organisations are complex ecosystems with intricate power dynamics, unspoken norms, and political undercurrents. New leaders, especially those in innovative or transformative roles, often find themselves in an organisational maze of competing interests and hidden agendas. Without prior coaching or development in leadership and political navigation, they may struggle to implement their visions. The Danger of Ill-Fitting “Robes” This theme echoes Shakespeare’s Macbeth, where the protagonist says: “Why do you dress me in borrowed robes?” (*Macbeth*, Act 1, Scene 3). The quote reflects how newly bestowed titles, roles, or responsibilities can feel like ill-fitting garments, [00:10:00] overwhelming the person wearing them. These “borrowed robes” serve as a symbol of unearned power—something that feels uncomfortable and burdensome until the person grows into it. Just like gold crushing ants, power and authority, if given too soon or too suddenly, can overwhelm individuals who have not yet built the necessary inner strength to bear them. When individuals fail to develop the necessary leadership skills before stepping into senior roles, they risk being overwhelmed by the very responsibilities they seek. Like Macbeth in his ill-fitting robes, they find the weight of their new titles to be uncomfortable and burdensome. Without gradual preparation, the responsibilities of leadership can become too heavy, leading to burnout, failure, or organisational stagnation. This is especially true for roles involving innovation or transformation, where the political landscape is often more complex. These leaders need more than just technical expertise; they must develop the [00:11:00] ability to navigate power dynamics, influence others, and build coalitions. Conclusion: Empowering Leaders to Carry Gold. “Rank does not confer privilege or give power. It imposes responsibility. “ — Peter Drucker The wisdom of "gold crushes ants" serves as a powerful reminder that value and responsibility come with weight. To carry gold—or any significant power—requires strength built over time. Organisations must not only recognize the necessity of new roles like Head of Innovation or Head of Digital but also provide the pathways for individuals to develop the requisite leadership capabilities. For individuals stepping into these roles, acknowledging the need for personal growth and seeking out development opportunities and coaching is crucial. Building the internal "muscle" to handle power involves embracing challenges, learning from failures, and cultivating resilience. In a world where the pace of change is relentless, [00:12:00] organisations cannot afford to have their transformative efforts hampered by unprepared leadership. Former guest on The Innovation Show, Derek van Beaver calls this building the bench, Paul Nunes refers to it as the capability S-curve. By investing in the gradual and holistic development of their leaders, they ensure that when the time comes to carry the weight of gold, their people are not crushed but rather stand strong and capable. Empowerment is a journey, not a sudden leap. The END. Forthcoming episodes of the Innovation show include: Seth Godin. Henry Mintzberg. Jayshree Seth. Steve Kerr. Julia DiGangi. Paul Nunes and Ian Morrison. Stan Deetz Part 3. Byron Reese. And many more. Until next week. [00:13:00] /episode/index/show/theinnovationshow/id/34197470

Rita McGrath, Alex Osterwalder and Ryan Shanks - The Future of Consulting in an Age of Ai 11/27/2024

Rita McGrath, Alex Osterwalder and Ryan Shanks - The Future of Consulting in an Age of Ai AI Transforming Consulting: Strategies, Ethics, and the Future The world of consulting is experiencing a seismic shift, largely driven by AI. In this episode, we are joined by Ryan Shanks (Head of Innovation for Accenture EMEA), Alex Osterwalder (CEO of Strategyzer), and Rita McGrath (Columbia Professor, Author and Founder of Valize). They discuss the traditional consulting model, the impact AI has on roles within consulting, and the broader implications on the industry and society. They also delve into the importance of human skills, the evolving business models, the significance of trust in digital transformation, and the shifting landscape of organizational structures and career paths. A must-watch for anyone involved in or interested in the consulting sector. 00:00 Introduction to the Changing World of Consulting 00:40 Traditional Consulting Models and Their Evolution 02:01 Impact of AI on Consulting Roles 02:28 Building and Hiring in the New Consulting Landscape 03:23 AI's Role in Transforming Business Models 05:18 Real-World Examples of AI Integration 14:09 The Need for Continuous Reinvention 18:28 Outcome-Based Consulting and Ethical Dilemmas 24:46 Future of Consulting: Marketplaces and Ecosystems 26:35 The Rise of Small AI-Driven Firms 27:23 Impact on Education and Hiring 28:35 Human Skills in the Age of AI 30:22 Trust and Ethics in AI 31:36 Adapting to Rapid Change 32:53 The Role of Human Sciences 36:09 The Future of Work and AI 43:16 Leadership and Governance Challenges 46:10 Final Thoughts and Reflections Find Rita: Find Alex: Find Ryan: https://ie.linkedin.com/in/ryanmartinshanks Find The Reinvention Summit: Innovation, AI, Consulting, Business Strategy, Digital Transformation, Reinvention, Change Management, Future of Work, Organisational Culture, Emerging Trends, Rita McGrath, Alex Osterwalder, Ryan Shanks, Strategic Inflection Points, Ecosystem Thinking, Entrepreneurship, Human-Centric Design, Technology Disruption, Leadership, Continuous Reinvention /episode/index/show/theinnovationshow/id/34184735

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