Chapter 4: Of Innovation, Intuition and Imposters: Intangible Vulnerabilities in the Brains of Great Leaders (Pages 91-101)

Love this, the power of semantics as a barrier and a boon to innovators.

The Management Library

Personal take-aways:

Making “problems” part of innovation appears to be a substantial mindset change to discover new solutions. Knowing that a problem is something “normal” will relax people to take their time to find the similarities across great semantic differences. The saying “just give it time” makes even more sense now. This goes hand in hand with other topics discussed in other parts of the book; a focus change away from the perception that a problem is something negative towards something positive: that a problem is one way of innovation calling to be discovered. 

It also seems to be important to have created a context for innovation in terms of the company culture. Although the book doesn’t specifically state it that way, but the fact that there may be tensions between madness and creativity, might explain the following thought process: “I don’t want to sound like a fool in front…

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Innovation expert with experience across multiple sectors, businesses and brands. Into digital, marketing, strategy, ideas and helping everyone explore their inner innovator.

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