I was recently at lunch with an innovation leader of a Fortune 500 organization. He is a super smart guy and also a great person to “chew the fat” on strategic issues with. We were talking about the desire from his leadership to focus on supporting the development of disruptive ideas.
While this is a really valid topic and there is much talk of the value of disruptive organizations and their ideas, we debated the ability of large, complex organizations to support disruptive thinking.
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