Expertise
Innovation & Digital Transformation
Innovation requires challenging assumptions
POV
The real question to ask is, “why aren’t we doing this today?”
On paper, innovation is simple – it’s discovering new ways of solving problems under conditions of uncertainty.
For innovation and digital transformation to be made a part of a firm’s culture, openness to both disciplined experimentation and uncertainty is a must. Most of all, it requires a willingness to challenge the assumptions that may have made the company successful in the first place. And, in order to deliver meaningful and credible outcomes, an innovation and digital transformation initiative must be explicitly linked to a firm’s business strategy and goals.
BTS puts together the 5 necessary shifts that companies need to create a culture of innovation and drive sustained change.
- Think from the future back
- Understand the essence of customer back thinking
- Applied creativity – divergent thinking, lateral thinking
- Disciplined experimentation – agile, fast and cheap, from planning and waiting to testing and learning
- Digital acumen – applied digital acumen, digital transformation for the expressed purpose of solving problems
- Important difference between digitization and digital transformation
- Fundamentally rethinking from a digital perspective
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Content download
Why innovation efforts fail, and how to fix them.
Tools, training, and consultants alone aren’t enough. Here are three things we have to get right.
[read the research report
https://www.bts.com/news-insights/articles/why-innovation-efforts-fail-and-how-to-fix-them.]
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Offerings
Thinking from the future back
SAMPLE COPY – Dynamically compete to drive shareholder value by optimizing tradeoffs of running your entire value chain into the future.
Learn more
Understanding customer-back thinking
SAMPLE COPY – Dynamically compete to drive shareholder value by optimizing tradeoffs of running your entire value chain into the future.
Learn more
Sample offering
SAMPLE COPY – Dynamically compete to drive shareholder value by optimizing tradeoffs of running your entire value chain into the future.
Learn more
Sample offering
SAMPLE COPY – Dynamically compete to drive shareholder value by optimizing tradeoffs of running your entire value chain into the future.
Learn more
Client stories
Building better business
Transitioning from a functional or business unit leader to an enterprise leader is no easy feat. Executives are responsible for driving the success of the business, and they require the proper business acumen and leadership skills to make it happen.
We provide the development and coaching your executives need for success.
Learn more
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POV
Our point of view
Transitioning from a functional or business unit leader to an enterprise leader is no easy feat. Executives are responsible for driving the success of the business, and they require the proper business acumen and leadership skills to make it happen.
We provide the development and coaching your executives need for success.
Learn more
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Key People
BTS is committed to maintaining the trust and confidence of its customers and visitors to our web site. In particular, we want users to know that BTS is not in the business of selling, renting or trading email lists with other companies for marketing purposes. In this Privacy Policy we provide detailed information on when and why we collect personal information, how we use it, the limited conditions under which we may disclose it to others and how we keep it secure.
Adam Smith
Position, Segment
Adam Smith
Position, Segment
The latest news
Because they aim to shift attitude, which is the most sustainable way to impact behavior, BTS is our main coaching provider in Mondelez
Adam Snmith
Position, Segment
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