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Volume 03 Issue 1
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Earlier this month I watched Scott Kelly and Mikhail Kornienko touch down after nearly a year in space, 340 days to be precise. During their stay they managed to tweet the most spectacular photos of the earth to their followers. Who would have thought it possible to document and share their experience in this way even a few years ago? We are no longer strangers to scientific or technological innovation. While innovation is now ubiquitous, its evolution has been gradual.
Earlier this month I watched Scott Kelly and Mikhail Kornienko touch down after nearly a year in space, 340 days to be precise. During their stay they managed to tweet the most spectacular photos of the earth to their followers. Who would have thought it possible to document and share their experience in this way even a few years ago? We are no longer strangers to scientific or technological innovation. While innovation is now ubiquitous, its evolution has been gradual.
An interview with former President of Nigeria (1999 to 2007), Olusegun Obasanjo.
Emerging nations need national champions, and national champions need strong support from the state.
How Sunlabob went from providing affordable, sustainable energy in rural Laos to becoming an international turnkey operator and co-developer.
Searching for unicorns.
The year 2015 was definitely the year of Thai start-ups; the number of companies set up surged eightfold to more than 2,500 in 2015 from just 300 in 2014.1 This is particularly noteworthy given that the very first incubator in Thailand was established as recently as 2012. Even in 2013, there were only three incubators in the country. E-commerce, logistics, content and online gaming were the segments attracting the most attention, and start-ups have burgeoned in this space.
New models are undermining the traditional views of intellectual property.
China’s evolving growth model.
Opening up a bold new world for Vietnam’s trade and industry may not be so easy.
Are Chinese Internet companies eclipsing American inventiveness?
When good strategies fail in execution, it’s time to consider some uncommon practices.Strategy execution is a relatively new management subject that started to gain traction as a unique field in 1999 following the seminal article in Fortune magazine on why CEOs fail. Authors Charan and Colvin stated that strategy fails not because of bad strategy, but because of bad execution.1 The good news is that most leaders today appreciate the need to have a balance between strategy and execution. The question they are asking is: how do we achieve it?
How large organisations can leverage the digital advantage for innovation.
Creating change on a shoestring budget the frugal innovator.
Thinking big, starting small and scaling fast.
