Index

  • “3 Horizons of Growth,” 141
  • 4G, usage, 103
  • 5G rollout, acceleration, 41
  • A/B testing, 178–179
  • Acquisitions, making, 91
  • Action, readiness, 195, 206
    • creation process, 198
  • Adaptive-learning product, 178
  • ADI, competitive advantage, 37
  • Adoption chain, 83f
    • problem, 82
  • Advocates
    • allies/ambassadors/angels, coalition, 183
    • relationship, formalization, 186
  • AGC
    • diversification, 9, 15, 113
    • success, achievement, 118
    • Airbnb, disruptiveness, 4
    • Alibaba, impact, 4
    • Allen, Paul, 109
    • Allies/advocates/ambassadors/angels, coalition, 183
    • Amazon, 4, 15
      • cloud commoditization, 129
      • dominance, 7
      • ideas
        • creation/encouragement, 61–62
        • criteria, 47–48
      • one-way doors/two-way doors, differences, 202
      • Press Release/Frequently Asked Questions (PR/FAQ) approach, 11, 61–62, 116–117
      • rebel alliance, 189
    • Amazon Web Services (AWS), impact, 5
    • Ambassadors
      • allies/advocates/angels, coalition, 183
      • recruitment, 186
    • Ambidextrous management, 169–170
    • Ambidextrous organizations, 7, 14–15, 107
      • autonomy/access, 111f
      • relationships, 108f
      • structure
      • usage, 112–113
      • versions, 112–113
    • Ambition, 39–40
      • dimensions, 38f
    • Analog Devices, 8, 15, 36
      • Condition-based Monitoring (CbM), 101
        • business, leading, 56
        • real-time, valuation, 64–66
      • engineers, freedom, 40
      • Innovating for Humanity, 38
      • innovation, 40
      • Internet of Things, hunting zone identification, 45
      • manufacturing facilities, leverage, 98
      • new rules, 42
      • priority, change, 41
      • reviews, 140–141
    • Analog Garage, creation, 8
    • Angels, 186–187
      • allies/advocates/ambassadors, coalition, 183
      • role, 187–188
    • Apollo program, opposition, 30–31
    • Apple
      • foundations, 101
      • innovation, 7
    • Artificial intelligence (AI)
      • adoption, 45
      • capabilities, 117
      • engine, usage, 129
      • impact, 5, 37
    • Asher, Hank, 93
    • Aspiration, 36–39
    • Assets
      • assembly, 89
      • combination, 92–94
      • leverage, 25
      • recombination, 200
      • reframing, 201–202
      • selection, 101–102
      • types, 91–92
    • Audi Business Innovation (ABI), venture co-optation, 185
    • Audi, innovation units, 8–9
    • AXA
      • building blocks integration, 96–97
      • entry point, 101–102
      • scaling strategies, 97t
  • Balance sheet assets, company usage, 149
  • Banga, Ajay, 8, 36, 39
  • Bernhardt, Bettina, 185
  • Best Buy, elderly care services, 8, 99–100
  • Best Buy Health, 99–101, 100f
  • “Beyond Silicon” strategy, 37, 44, 53, 56
  • Bezos, Jeff (new ideas), 61
  • Bipolar organization, 170
  • BITS, 185
  • Blank, Steve, 73
  • Blockbuster, Netflix (impact), 5
  • Bloom Energy, disruptiveness, 4
  • Boasberg, Tom, 195, 197–198
  • Bondili, Balaji, 24, 35, 71–72, 208
    • assumptions test, 79
    • challenge, 84, 89–90, 177
    • corporate innovation/growth initiative, 186–187
    • learn (business design stage), 81–84
    • learning cycles, 75
    • performance, 139
    • proof, 78–79
    • scaling capability, 90, 104
    • trigger point, external event, 103–104
  • BonjourDocteur (AXA), launch, 96, 102
  • Bosch, 9, 23
    • Accelerator Program, 62–63, 118
    • Corporate Accelerator Program, 113, 116–117, 139
    • customer interview method, 63
  • Both/And Leadership Challenge, 198–202, 201t
  • Bottom-up (ambidextrous organization version), 113, 115–118
  • Box.com, 177
  • Boyle, Robert, 74
  • Brandstetter, Andreas, 28–32, 36, 208
    • SanusX, 47
  • Brownfield opportunity, 54
  • BT Vision, creation, 207–208
  • Business
    • experience, 135–136
    • experiments (Business Experiments), 73–75, 201–202
    • system, exploration, 127
  • Business Design, 77t
    • questions, 76
  • Cadence (Feedforward Management System element), 142
  • Capabilities
    • asset type, 91–92, 95
    • expansion, 96
    • scaling, path sketch, 99–100
  • Capacity
    • asset type, 91–92, 95
    • scaling, path sketch, 99–100
  • Capital allocation, 202–203
  • Career risk, Corporate Explorers concern, 152
  • Carlin, Kevin, 44, 54, 56, 60
    • customer problem, 158
    • customer value map, 65
    • ideation, cessation, 69
    • learning cycles, 75
    • leverage, 98
    • outside-in work, 68–69
    • technical capabilities, 101
  • Carvalho, Sara, 23, 62–63, 113
  • Casper, disruptiveness, 4
  • CbM. See Condition-based Monitoring
  • CEOs
    • boundaries, 44–45
    • connections, making, 48
    • Corporate Explorer instruction, 192
    • mistakes, 42
  • CFOs, Corporate Explorer instruction, 192
  • Change, Corporate Explorer lead, 175
  • Change Logic, 18
  • Cherrisk (insurance products), 23–27, 98, 146, 177
    • investor support, 31–32
    • Kurtisz pitch story, 182
    • Kurtisz self-initiation, 33
    • launch, 32–33, 47
  • ChoicePoint
    • access, 102
    • LN acquisition, 94–95, 99
  • ChotuKool, usage, 58–61, 64
  • Christensen, Clay, 3, 4
  • Circuit City, problems, 99–100
  • Cisco, spin-along, 147–148
  • Cloudflare, 109
  • Cloud, onset, 6
  • CLUE, operation, 94
  • Colin, revenue, 190–191
  • Commitments
    • balancing (learning), incubation (usage), 200
    • competition, 197–199
  • Communication, unblocking, 141
  • Companies
    • advantages (factor), 46, 47
    • resources/capabilities, leverage, 6
    • response, struggle, 4–5
  • Compensation, absence, 148–149
  • Compensation plans
    • adaptation, 147
    • Corporate Explorer benefit, 153
  • Competition, 132
  • CompUSA, problems, 99–100
  • Condition-based Monitoring (CbM), 56, 64–67, 101
  • Confirmation bias, 57
  • Cordova, Susana, 195
  • Core businesses
    • data, interaction, 179
    • leverage, 112
    • short-term results, 14
    • system, 159–160
      • operating structures/routines, 160
  • Core, growth, 110
  • Core professional competence/identity, preservation, 160
  • Corning, ideas (pursuit), 47–48
  • Corporate advantage, creation, 5–6
  • Corporate entrepreneurs, 17–18
  • Corporate Explorer, 17–18
    • accountability, 128
    • action, 21
      • frustration, 168
    • admiration, 35
    • autonomy, 107–108
    • consensus seeker, absence, 16
    • dependency management, 176–177
    • disruptiveness, 160
    • ecosystem map, 83–84
    • emergence, 116–117
    • executive attention, allocation, 128
    • experimentation, usage, 71
    • external hiring, 191
    • framework, 214f
    • funding decision, 203
    • hypotheses, recording, 74
    • hypothesis (experimentation cycle), usage, 75–78
    • idea, strategic ambition (link), 49
    • incentivization, mechanism, 118
    • insight, 22–23
    • internal hiring, 190
    • jobs, exit, 188–189
    • leadership capabilities, 206
    • motivation, 153
    • orientation, 12
    • passion, 209–210
    • relationships, 2f
    • resource consultation, 51
    • rewards, 148–149
    • risk/reward, 145
    • self-identity, venture (relationship), 143
    • success, 36
      • ambidextrous organization, usage, 112–113
    • thinking big, 39
    • uncertainty management, 72–73
    • ventures, leading, 24–25
  • Corporate functions, 133–135
    • control aspects, 134
  • Corporate innovation, 186–187
    • understanding, 1
  • Corporate-led programs, placement, 116
  • Corporate stock options/cash bonuses, vesting (trigger), 150–151
  • Courage, 207–208
  • COVID-19, impact, 3, 97, 103–104
  • Creator's Code, The (Wilkinson), 23–24
  • Critical assumption matrix, 79f
  • Crow-based business model, 161
  • Crowdsourcing, usage, 78–79
  • Customer
    • asset type, 91–92, 95
    • commitment, 201
    • context, 181
    • Corporate Explorer orientation, 12
    • customer-led innovation, 57
    • discovery approach, 58, 60–64
    • discovery practices, 61f
    • high-value customer problems, 64–67
    • journey, 65–66
    • problems, 46–48, 181
    • scaling, path sketch, 99–100
    • selection, 76
    • value map
      • analysis, 67
      • creation (Carlin), 65, 65f
    • value, transformation, 66f
  • Daimler, Lab 1886 (cessation), 121
  • Data set connections, 93
  • David, Matt, 208
  • Debenhams, problems, 5
  • Decide (experimentation cycle), 75, 85–86
  • Decision-making group (Feedforward Management System element), 142
  • Deloitte, 127
    • client access, 98–99
    • expertise, access, 71–72
    • learn (business design stage), 81–84
    • options, 84
    • partners, motivation, 82
    • Pixel, 18, 24, 72
      • Business Design hypotheses, 77t
    • third-party freelance talent, adoption, 104
  • Denver Public Schools Vision, 196
  • Dependencies, Corporate Explorer management, 176–177
  • Digital business, scaling, 98
  • Digital natives, 5–6
  • Digital work practices, 179
  • Discipline, adoption, 61
  • Disruption, 3–5
    • assets, usage, 5
    • pace, acceleration, 4
  • Disruptive innovation, leading, 3–4
  • Disruptive solutions, 67
  • Disruptive technology, spin-in/acquisition, 111–112
  • Disruptive ventures, building (ideation), 54
  • Doctopsy, acquisition, 102
  • Double helix, 175
  • Eastern Bank, Eastern Labs creation, 97–98
  • Ecosystem
    • adoption, 77
      • chain, 83f
    • Internal Ecosystem, 179, 184t
    • map, 83–84
    • problems, 82–83
  • Edwards, Tracy, 30–31
  • Either/or choice, reframing, 200
  • Emerging Business Opportunity (EBO) program, 11–17, 76, 90–91, 113, 131, 179
  • Emerging Growth Initiative (EGI), 117–118, 119f, 123, 133
  • EMI, problems, 4–5, 166–169
  • Emotion, 36–39
  • Enterprise view (Feedforward Management System element), 142
  • Entry point, selection, 101
  • Error control systems, 138–139
  • Evidence
    • following, 85–86
    • objectivity, 85
  • Executive attention, 128, 139, 140–143
  • Experiment
    • cycles, 74f
    • discussion, safe space, 140–141
    • running, 84–85
  • Experimentation
    • business experiments, 73–75
    • cycles, 75
    • usage, 71
  • Exploration, impact, 157
  • Extended teams, 129
  • External hires, social network (absence), 189
  • Fail fast culture, 73
  • Fast-Works methodology, 159
  • Feedback
    • control, 137–138
      • systems, 138–139
      • measures, 169
      • metrics, 138f
      • sessions, organization (fishbowl format), 141
      • team feedback sessions, 143
  • Feedforward
    • control, 138
    • loop, 169
    • Management System, 137–139, 142–143
    • metrics, 138f
  • FinTech revolution, 39
  • Fisher, George, 162–163
  • Flees, Lori, 120
  • Focused (ambidextrous organization version), 112–115
  • Franchises, defense, 4
  • Future Organization, 177–179
    • model, nonadoption (consequences), 178
  • Gates, Bill, 109
  • Geek Squad, leverage, 100–101
  • General Electric (GE)
    • customers, payoff, 158
    • lean startup methodology, usage, 12
    • problems, 9
  • General Electric Digital (GE Digital), 169
    • efforts, undermining, 16–17
    • leading, 157
  • General Motors (GM), Sell Only Zero Tailpipe Emissions Vehicles vision, 38
  • Gig economy drivers, 80
  • Global innovation industry, 10
    • disciplines, impact, 13
  • Go Big
    • investments, 166
    • risk aversion, 165–166
  • Godrej & Boyce, products, 58–60
  • Good failures, celebration, 152
  • Google, 4
    • cloud commoditization, 129
    • dominance, 7, 114
    • Stadia gaming platform, discontinuation, 9
    • X-teams, 151
  • GreatCall, acquisition, 100–101
  • Great Fire of London, 22
  • Greenfield, 54
  • Group think, 61
  • Grove, Andy, 11
  • Growth initiative, 186–187
  • Grupo Cisneros, 190
  • H4D, partnership, 96
  • Harreld, Bruce, 43, 205
  • Hastings, Reed, 183
  • Havas, 111–112, 208
  • Havas Worldwide, digital platform usage, 161
  • Heraclitus, 209
  • Hewlett, Bill, 109
  • High-performance computing cluster (HPCC), usage, 93–95
  • High-value customer problems, 64–67, 76
    • Corporate Explorers knowledge, 67
  • Huang, Jensen, 8, 18, 36, 39
    • ambition, 45
  • Human resource (HR) teams, setup, 134–135
  • Hunting zones, 44–48
    • exploration, 47, 53
    • relationships, 46f
  • Hybrid teams, 129–130
  • Hypothesis (experimentation cycle), 75–78, 77t
    • discussion, safe space, 140–141
  • IBM, 152
    • businesses, incubation, 15–16
    • Emerging Business Opportunity (EBO), usage, 11–17, 76, 91, 113, 131, 179
    • Life Sciences, 16, 25, 90–91, 131, 153
      • EBO, initiation, 91–92
    • social movement, 42–43
    • storytelling, 180–181
    • Thinkpad story, 180, 183
  • Ideas
    • addiction, 56–58
    • emergence, 197
    • generation, 67–69
  • Ideation, 10–11, 17, 51, 53
    • business design questions, 76
    • cessation, 69
    • immersive experience, 62
    • outputs, 74–75
    • relationship, 55f
    • techniques, 68–69
  • Imaginarium, controversy, 196–197
  • Immelt, Jeff, 9, 16–17, 157–159, 169–171
  • Immersive experience, 62
  • Incubation, 11–13, 17, 51, 69
    • experimentation, usage, 71
    • focus (questions), 76–77
    • learning speed, 137
    • relationship, 55f
  • Industrial Internet of Things, 147
  • Informational technology (IT)
    • services, 129
    • team, importance, 134
  • Information (generation), incubation (impact), 86
  • Innovation, 3
    • assumption, 80
    • capability, launching, 190–191
    • Corporate Explorer lead, 175
    • corporate innovation, understanding, 1
    • customer-led innovation, 57
    • ecosystem, 118
    • excitement, 197
    • rule breaking, 41
    • solution, 181
    • strategic ambition, usage, 9–10
    • techniques, 18–19
  • Innovation disciplines, 7, 10–14, 51
    • relationships, 52f
  • Innovator's Dilemma, The (Christensen), 3
  • Insider, outsider (contrast), 188–191
  • Integration teams
  • Intel Corporation, 8
    • Black Hole, 8, 39
    • Emerging Growth Initiative (EGI), 117–118, 119f, 123, 133
    • employee-led model, 118
    • ProShare, failure, 11
    • success, 164–165
    • Tick, Tock approach, 165
  • Internal Ecosystem, 179
    • players, 184t
  • Internet of Things (IoT)
    • Analog Devices hunting zone identification, 45
    • functionality, design, 54
    • hunting zone, exploration, 53
    • opportunities, 60
  • Intrapreneurs, 17–18
  • Intuit, lean startup methodology (usage), 12
  • Investment decision-making group, usage, 141, 206
  • Investor support, 27–29
  • I Quit Original Smoking (IQOS), PMI approach, 81
  • Iterate (experimentation cycle), 75, 84–85
  • iTunes, adoption (acceleration), 101
  • Jobs, Steve, 109
  • Joly, Hubert, 8
  • Jones, David, 161–162
  • Kahneman, Daniel, 85, 164
  • Kelsey, Mark, 97, 113–114, 123
    • success, secret, 115
  • Key performance indicators (KPIs), 138–139, 169
  • Kindl, Wolfgang, 29, 31, 208
  • Kodak, problems, 5, 162–163
  • Kong, Victor, 190
  • Kovac, Carol, 16, 25, 43, 91–92, 131, 153
    • advocates, relationship (formalization), 186
  • Krzanich, Brian, 165
  • Kurtisz, Krisztian, 1, 9, 21–23, 56
    • business construction, 190
    • earning, 146
    • idea, development, 186–187
    • industry challenge, 35
    • investment case, 30–33
    • learning cycles, 75
    • pitch story, 182
    • purpose/regard, 23–29
    • risk taking, 33
    • scaling capability, 90
    • senior leadership team, usage, 33–34
    • UNIQA leverage, 98
    • vision, pitch, 29
  • Laffley, A.G., 169–170
  • Leadership, 7, 15–17, 155, 195
    • Both/And Leadership Challenge, 198–202, 201t
    • relationships, 156f
    • Lead indicators (Feedforward Management System element), 142
    • Lean agile methodologies, 158–159
    • Lean startup
      • business incubation, 89
      • methodology, 12
    • Learn (experimentation cycle), 75, 81–84
    • Legacy databases, integration, 94
    • Legacy mindset, change, 179
    • Lemonade.com, 26, 146
    • Levin, Dan, 177
    • LexisNexis (LN), 128
      • customer base, enhancement/expansion, 95
      • launch, 92
        • data set connections, 93
      • leadership, 93–94
      • pre-fill functionality, usage, 94
      • Risk Analytics, 94, 98, 152
      • Risk Solutions, 6, 15, 18, 35, 153
    • Logic, 36–39
    • Long-term incentives/bonus plans, creation, 147, 150–151
    • Losing, fear, 73
    • Loss, aversion, 164
    • Lu, Qi (interaction), 110
    • Lyft
      • disruptiveness, 4
      • partnership, 101
  • Machine learning, 37
  • Maestro Health, acquisition, 102
  • Manifestos, writing, 48–49
  • Market
    • attractiveness, 46
    • dynamics, observation, 135–136
    • opportunities, exploration, 202
  • Mastercard
    • idea programs, 124
    • Labs, revenue potential, 39
  • Mastercard, War on Cash, 8, 36, 38, 39
  • Maximize-comfort approach, 204
  • Megatrend (factor), 46, 47
  • Mercedes, 1886 innovation lab (problems), 9
  • Microsoft, reinvention, 5–6, 15
  • Minimum viable offering (MVO), 80, 133
  • Minimum viable product (MVP), 80
  • Ministories, generation, 192–193
  • Mirror, approach (usage), 204–206
  • Montalvo, Tony, 41–42
  • Moshe, Sagi Ben, 117–118, 133
  • Motivation, 145–147
    • value, absence, 150
  • Mozilla, Firefox OS creation, 57, 123, 165–166
  • M-PESA, usage, 62
  • Musk, Elon, 23–24
  • National Security Agency, lean startup methodology (usage), 12
  • NEC Corporation
    • Business Innovation Unit, 9, 15, 117
    • global R&D Labs, impact, 68
    • goal/ambition, 117, 123
  • NEC X, startup accelerator, 68
  • Netflix, initiation, 183
  • New context (Feedforward Management System element), 142
  • Nokia
    • disruption, assessment, 14
    • problems, 4
  • Nvidia, 18, 36
    • market leadership, 45
    • threat, 5, 8
    • value, increase, 40
  • Observer status, learning, 63–64
  • Obstacles, overcoming, 171–172
  • Office 365 team responsibilities, 110
  • Open investigator, Corporate Explorer role, 60–61
  • Operating expenses, control, 149
  • Organizations
    • exploration, 109
    • future organization, 177–179
  • Outcomes, focus, 64
  • Outside-in feedback, 57
  • Outsider, insider (contrast), 188–191
  • Packard, Dave, 109
  • Passion, 209–210
  • Paths, buildout, 102
  • Patterson, Gavin, 207–208
  • Peck, Jim, 35, 92–93, 152, 153, 208
    • acquisitions, 94, 98
    • assets, assembly, 95
    • disruptive plan, 94
  • Performance
    • data, 191–192
    • lead indicators, 139
    • optimization loop, impact, 138–139
  • Personal risk, replication, 147, 151–152
  • Pfizer, 166
    • adoption chain barrier, 83
  • Phillip Morris International (PMI), minimalism approach, 80–81
  • Pixel, 75
    • advancement, 18, 24, 72
    • advantages, 74
    • Business Design, 77
    • challenge, 177
    • expert crowd, 95
    • hypotheses, 77–78
    • incubation, 76, 89–90
    • premise, 82
    • results, generation, 78–79
    • sale, Deloitte partner motivation, 82
  • Polaroid, 5, 14, 162
  • Predix, 170
  • Prince, Matt, 109–110
  • Problem, components (separation), 200
  • Procter & Gamble (P&G)
    • lean startup methodology, usage, 12
    • research packaging, 63–64
  • Productive tension, 202–204
    • Corporate Explorer creation, 204
    • maintenance, 198
    • zone, 203f, 204
  • Professional identity, preservation, 161–163
  • Profit and loss (P&L), 116, 184
  • Progress, measurement (learning), 139
  • ProShare, failure, 11
  • Prozes, Andy, 208
  • Public records, value, 92–93
  • Qare, partnership, 96
  • Quality/quantity, impact, 78
  • Radical innovation, pursuit, 169–170
  • Rebel alliance, 189
  • Recency bias, 60–61
  • Reconnections, 200
  • Reed Business Information (RBI), problems, 113–114, 121–122, 127
  • Reputation manager, 191–193
  • Research and development (R&D)
    • investment, 203
    • teams, idea development, 67
  • Resource allocation, 135–137
    • adoption, 128
  • Resource bottleneck, 129
  • Ries, Eric, 73
  • Risk
    • aversion, 165–166, 197
    • avoidance/minimization, 160, 163–166
    • balanced view, 163–164
    • coding, 198
  • Risk/reward gap, closing (strategies), 146–147
  • Robbins, Chuck, 148
  • Roche, Vince, 8, 36–40, 140
    • ambition, 41–42, 53, 56
    • engineers, engagement, 37
    • investment idea, 69
    • reviews, 140–141
    • senior business leadership attention, 43–44
    • strategic leadership forum (SLF), 43–44
  • Roku, product spin-out, 112
  • Ruh, Bill, 16–17, 157–160, 163
    • appointment, 170–171
    • digital strategy, 169–170
  • Safe places, 140–142
  • Sakensa, Asheesh, 100
  • Sales team
    • asset, leverage, 132
    • integration, 132–133
      • selectivity, 128
    • SanusX, 47
    • SAP By Design, launch, 132–133
    • Scale, 89
      • discipline, 17
    • Scaling, 12–13, 51, 86, 195
      • assets, 92f
      • capability, 104
      • initiation, 102–103
      • learning speed, 137
      • paths, 98–102
        • acquisitions funding, 136–137
        • gaps, 93
      • relationship, 55f
      • strategies, 97t
    • Schultz, Howard, 24
    • Scientific methods, application, 13
    • Seisint, LN acquisition, 93–94, 98, 102
    • Self-diagnosis, encouragement, 205
    • Senior business leadership, Roche attention, 43–44
    • Senior leaders, engagement (cadence), 187–188
    • Senior team, Corporate Explorer mirror, 205
    • Shackleton, Ernest, 30–31
    • Shadow stock, usage, 147, 148–149, 151
    • Shannon, Claude, 85
    • Sharing economy, 44
    • Shark tank competition, 33
    • Shield Tablet/Shield Portable, discontinuation, 45
    • Short-term focus, assumptions, 197–198
    • Short-term gain, optimization, 160
    • Short-term optimization, 166–169
    • Silvercar, 185
    • Single-threaded teams, 116
    • Six-Sigma, adoption, 158–159
    • Skills challenge, 132
    • Sky TV, diversification, 207–208
    • Smart Motor Sensor, self-installation, 44
    • Social movement, 42–44
      • CEO forging, 36
    • Social network
      • absence, 189
      • leadership, 183–188
    • SoFi, disruptiveness, 4
    • Solution development, customer discovery approach, 58
    • Solution trap, 58–60
    • SpaceX, 24
      • Make Humans Multiplanetary, 38
    • Spin-along, 147–148
    • Spin-out, 107–108
      • product spin-out, 112
    • Sponsors, winning, 29
    • Spotify, 22–23
    • Sprint teams, 129
      • formation, 53–54
      • setup, 131
    • Stage gate process, 10
    • Stanley Black & Decker, team co-habitation, 63
    • Story, specificity, 182
    • Storytellers, 180–183
    • Strategic ambition, 1, 7–10, 35
      • connection, forging, 187
      • impact, 39–42
      • manifesto, 48–49
    • Strategic control, 77
    • Strategic innovation, 112
    • Strategic leadership forum (SLF) series, 43
    • Success
      • examples, 127–128
      • secret, 115
      • shortcut, absence, 91
    • Sunderraman, Gopalan, 58–59
  • Teaching, reinvention, 195–196
  • Team feedback sessions, 143
  • Team members, self-selection, 131
  • Technology base, leveraging, 199–200
  • Tesla, 24
  • Test (experimentation cycle), 75, 78–81
  • Test Motors, domain knowledge, 101
  • Third-party crowdsourcing vendors, usage, 73–74
  • Tick, Tock approach, 165
  • Top-down (ambidextrous organization version), 113, 118–121
  • Trigger points, 91–92, 102–104
    • external event, 103–104
  • Two-pizza teams, 11, 116, 121, 131
  • Two-sided software platforms, 44
  • Tytocare, partnership, 100–101
  • Uber, 185
    • business model, 79–80
    • disruptiveness, 3, 4
  • Ubercab SMS text message code, 80
  • Uncertainty
    • environment, 134–135
    • management, 30–34, 72–73
    • predictions, 136
    • reduction, 86
      • information, impact, 85
  • UNIQA Insurance, 1, 9, 21–24
    • business assets, availability, 25
    • business capability, leverage, 98
    • business construction, 190
    • customer base/expertise, 26–27
    • employees, Cherrisk team (joining), 151
    • management board, pitch, 187
    • market change, 26
    • products, design/sales, 32
    • SanusX, 47
  • Value destruction, 132–133
  • Value map analysis, 67
  • Value proposition/capture, 76
  • Venture capital (VC)
    • firms, idea appraisal, 28
    • funds, return on investment (Morgan Stanley report), 90
  • Venture model, 147–148
  • Ventures
    • building, 89
    • ideas, generation, 53
    • leadership, 195
    • lifecycle, 193
    • reputation, Corporate Explorer management, 143
    • resources, allocation, 137
    • scaling, 195
    • status, third-party appraisal, 205–206
    • strategy, 97
    • support, 140
  • Verwaayen, Ben, 42
  • Victors & Spoils (V&S), 111–112, 161–162
  • Visa, competition, 39
  • VMware, impact, 148
  • Walmart
    • InHome Delivery, 120
    • Intelligent Retail Lab, 120
    • Store 8, founding, 118, 120
  • Walton, Sam, 118, 120
  • Warby Parker, disruptiveness, 4
  • Welch, Jack, 158
  • Whitehead-Bust, Alyssa, 195
  • Wilkinson, Amy, 23–24
  • Winsor, John, 161–162
  • Wisdom of crowds, usage, 24
  • Wozniak, Steve, 109
  • Xerox Parc (Palo Alto Research Center), tech laboratories, 32
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