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.

Gary Hamel - The Future of Management Part 1 05/05/2025

Tom Asacker - Unwinding Want: A Deep Dive into Self-Exploration 04/26/2025

Gary Hamel - Leading The Revolution Part 6 04/22/2025

Eric von Hippel - Free User Innovation Part 5 04/18/2025

Gary Hamel - Leading the Revolution Part 5 04/14/2025

Gary Hamel - Leading The Revolution Part 4 04/04/2025

Gary Hamel - Leading The Revolution Part 4 Leading the Revolution: Gary Hamel Explores Corporate Innovation and Change In this episode, we're joined by Gary Hamel, the acclaimed author of 'Leading the Revolution.' Gary delves deep into the essence of corporate innovation and the challenges faced by change-makers within organizations. We discuss how to punch above your weight and capture attention for transformative ideas, the necessity of building coalitions, understanding resistance, and the importance of courage in navigating change. Gary shares profound insights from his book, illuminating how individuals can drive radical change in even the most resistant corporate environments. This conversation is a must-listen for anyone passionate about innovation, strategy, and leading transformative change in business. Discover how to: Challenge outdated business models Overcome organizational resistance Build grassroots momentum for innovation Lead change even when you don’t have formal authority This is Part 4 of our deep-dive series on Leading the Revolution, where Hamel outlines the practical playbook for driving radical innovation inside established organizations. Whether you're an intrapreneur, innovation leader, or just tired of business-as-usual, this episode will fuel your fire to lead change from within. 00:00 Introduction and Welcome 00:22 Corporate Rebels and Navigating the Corporate Maze 00:46 The Revolutionary Imperative 00:58 Challenges of Pitching New Ideas 01:35 The Path Less Trodden 02:00 Gary Hamel's Insights on Corporate Innovation 04:04 The Importance of Alignment and Its Pitfalls 07:33 Case Studies of Successful Change Makers 12:31 Building a Point of View and Writing a Manifesto 36:24 Anticipating Resistance and Overcoming Objections 38:47 Navigating Relationship Challenges 39:14 The Four Stages of Denial in Relationships 40:18 Corporate Lessons from Toyota's Success 42:07 The Importance of Confronting Beliefs 44:26 Leadership and Organizational Renewal 46:01 Challenges in Entrepreneurial Companies 49:07 Building Coalitions for Change 01:12:10 The Role of Courage in Leadership 01:16:41 Final Thoughts and Reflections Find the book here: Find Gary here: Find Aidan and the Innovation Show: /episode/index/show/theinnovationshow/id/36011000

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