In a previous post, we outlined a different operating model for disruptive experiments. This time we delve into the ‘what’ component – the way in which we intend to run challenges.
If you are in the innovation space, about every other week, there’s a multi-national corporation announcing its first innovation lab globally or at least in the region. With some dollars for ‘innovation’ to spare from corporate headquarters, the regional managing director builds up a fancy colourful new space with some fancy screens, some colourful furniture
As most startups fail, there must be something wrong with how we define or think about a startup.
Broadly speaking, before the myriad of startups, who are now creating specific AI solutions in the mobility space, there was Tesla. Before Tesla came Google. Before Google came DARPA’s autonomous vehicle challenge. Now, if you had a potential “disruptive” experiment, technology or idea for autonomous vehicles fifteen years ago, when there wasn’t a willing market,
The innovation ecosystem consists of many stakeholders from corporations, investors, and start-ups – who create many point solutions in the form of incubators, accelerators, and studios. Each individual program, organisation and initiative exists to solve specific, localised problems. There is of course a need and space for this distributed model. However, the consequences of this