Why are some organizations consistently good at innovating and/or adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? Our IBM Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.
What, specifically, enables leading-edge organizations to capitalize on the inherent complexity in today’s environment and catalyze innovation within their business models, products and services? The brand new IBM Creative Leadership Study found that to succeed in an increasingly interconnected world, creative leaders avoid choosing between unacceptable alternatives. Instead, they use the power inherent in these dualities to invent new assumptions and create new models geared to an ever-changing world.
Continue reading to see a short introduction video from Steve Gray, one of the IBM researchers, presented at the 2011 CPSI Conference, as well as a link to the full report.
Full report is available at: http://bit.ly/IBM-study