by Wolcott and Lippitz on March 9, 2010
In this video roundtable, sponsored by DeVry University’s Keller Graduate School of Management, Rob Wolcott joins Ken Atwater (GE Healthcare IT Solutions), to share insights on corporate entreprenership and innovation project management, covering issues of leadership, organization, personnel and culture.
by Wolcott and Lippitz on December 14, 2009
Core businesses become core for a reason: their business designs work–or worked. Eventually, all businesses require renovation. Sometimes, they require revolution. Some signs are obvious, like falling margins or shrinking market shares, though it could be that you’re just underperforming. What other factors might indicate you need a fundamental redesign? In our post on Fast [...]
by wolcott on December 4, 2009
Rob Wolcott is quoted in this businessweek article about faster, cheaper product development in India, “driven by scarce resources and attention to customers’ immediate needs, not their lifestyle wants.” This type of innovation, aimed at serving vast swaths of humanity with very low income, is not about just redesigning products to take out cost. In Chapter 6 [...]
by wolcott on November 15, 2009
On Friday, I had the privilege to join Jim Blasingame on his nationwide radio show, The Small Business Advocate. Jim refers to himself as the “small business advocate” and that he certainly is. In addition to a live radio show in 50 markets and blog and online archive of interviews, Jim is a champion for [...]
by Wolcott and Lippitz on November 2, 2009
Entrepreneurial innovation drives economic growth for individuals, corporations and society. Fortunate companies with a strong culture and tradition of innovation might achieve new business creation without a formal effort. But for most companies, taking an innovative vision to market is a process full of pitfalls, requiring explicit strategic direction and organizational adaptation.
by wolcott on September 2, 2009
As the global economy emerges from recession, the focus in the executive suite is already shifting from cost cutting to recovering top-line growth. What role can the CMO play? If the CMO is truly to be a growth champion for the corporation, she or he can’t simply rely on traditional marketing and brand-building techniques.