# Bruno Pešec — Innovation & Strategy Expert
> Bruno Pešec partners with ambitious leaders to drive profitable innovation at scale, delivering measurable impact on growth, margins, and market position.
Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts.
Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`).
## Pages
### Curated Archive
URL: https://www.pesec.no/curated-archive/
Last updated: 2022-03-08T14:39:15.000Z
Welcome to ***Bruno's Archive: Curated Edition***!
Over the years I've published tens of thousands of words on my blog.
Here you can find select topics with convenient entry points into different knowledge and insight I shared.
_This page is for subscribers only._
### Bruno Pešec in the media
URL: https://www.pesec.no/media/
Last updated: 2026-08-27T05:41:50.000Z
- [Most Innovation Budgets Are Being Incinerated | Bruno Pesec](https://podcasts.apple.com/us/podcast/most-innovation-budgets-are-being-incinerated-bruno-pesec/id1896690660?i=1000785169362&ref=pesec.no)
- [Why Most Innovation Fails: The 3 Hard Truths Leaders Must Face: Dr. Bruno Pesec's Story | Quit to Win with Benaiah](https://podcasts.apple.com/us/podcast/why-most-innovation-fails-the-3-hard-truths-leaders/id1890350829?i=1000778330078&ref=pesec.no)
- [What If You Had 5 Minutes? The Message That Could Change How We Think About Innovation and Progress - Bruno Pesec](https://podcasts.apple.com/us/podcast/86-what-if-you-had-5-minutes-the-message-that-could/id1853560881?i=1000778331220&ref=pesec.no)
- [Innovation That Pays: Turning Great Ideas into Real Results Guest Bruno Pešec](https://podcasts.apple.com/us/podcast/innovation-that-pays-turning-great-ideas-into-real/id1890898482?i=1000776109235&ref=pesec.no)
- [From Ideas to Impact: Bruno Pešec on Building a Life of Profitable Innovation](https://podcasts.apple.com/us/podcast/from-ideas-to-impact-bruno-pe%C5%A1ec-on-building-a-life/id1893554312?i=1000776747027&ref=pesec.no)
- [€1 Billion in New Revenue: Bruno Pešec on Profitable Innovation](https://podcasts.apple.com/us/podcast/%E2%82%AC1-billion-in-new-revenue-bruno-pe%C5%A1ec-on-profitable/id1896713423?i=1000771663726&ref=pesec.no)
- [Innovating Profitably: Bruno Pešec on Strategy, Lean Startups & Real-World Innovation](https://podcasts.apple.com/us/podcast/innovating-profitably-bruno-pe%C5%A1ec-on-strategy-lean/id1890140827?i=1000771379071&ref=pesec.no)
- [Episode #020: Why Innovation Is a Management Problem, Not an Ideas Problem – Bruno Pesec](https://businessunbound.co/episode/episode-020-why-innovation-is-a-management-problem-not-an-ideas-problem-bruno-pesec/?ref=pesec.no)
- [Why Most Companies Fail at Innovation (And How to Fix It) | The Making of Me](https://open.spotify.com/episode/2aj0xOVU3gsEQzC2GV75lj?ref=pesec.no)
- [Why Executives Are Terrified of Your Ideas: The Truth About Corporate Innovation - Bruno Pešec](https://podcasts.apple.com/us/podcast/why-executives-are-terrified-of-your-ideas-the/id1846142093?i=1000760949397&ref=pesec.no)
- [Innovation as Discipline: Leadership, Complexity & Profitable Change | Bruno Pešec](https://podcasts.apple.com/us/podcast/innovation-as-discipline-leadership-complexity-profitable/id1861271503?i=1000760679133&ref=pesec.no)
- [Why Most Innovation Fails to Create Value | Bruno Pešec on Ideas, Systems & Execution](https://podcasts.apple.com/us/podcast/why-most-innovation-fails-to-create-value-bruno-pe%C5%A1ec/id1867888799?i=1000760075567&ref=pesec.no)
- [Mastering innovation with Bruno Pesec](https://podcasts.apple.com/us/podcast/mastering-innovation-with-bruno-pesec/id1516783025?i=1000759466901&ref=pesec.no)
- [Grounded Innovation: Leading Through Uncertainty with Clarity and Discipline](https://podcasts.apple.com/us/podcast/grounded-innovation-leading-through-uncertainty-with/id1845530618?i=1000758479244&ref=pesec.no)
- [Innovation Theater vs. Innovation That Pays: What Leaders Need to Get Right](https://www.linkedin.com/pulse/innovation-theater-vs-pays-what-leaders-need-get-jl-yeklc/?ref=pesec.no)
- [From Compliance to Value Creation: The Lean Approach to Sustainability](https://podcasts.apple.com/gh/podcast/from-compliance-to-value-creation-the-lean-approach/id1804213591?i=1000756531799&ref=pesec.no)
- [Why Most Leaders Accidentally Sabotage Innovation with Bruno Pesec](https://podcasts.apple.com/us/podcast/why-most-leaders-accidentally-sabotage-innovation-with/id1785025311?i=1000751753275&ref=pesec.no)
- [On Becoming More Reflexive Research-Practitioners in Action](https://actionresearchplus.com/on-becoming-more-reflexive-research-practitioners-in-action/?ref=pesec.no)
- [How Martial Arts Build Calm, Focus, and Resilient Leadership with Bruno Pesec](https://innerlightt.podbean.com/e/how-martial-arts-build-calm-focus-and-resilient-leadership-with-bruno-pesec/?ref=pesec.no)
- [Augmented Strategy on Book 101 Review](https://www.youtube.com/watch?v=1IYObuisNZY&ref=pesec.no)
- [Why We Fear Innovation?](https://www.youtube.com/watch?v=uifRcZagPw4&ref=pesec.no)
- [HR World Magazine: Managing Innovation at Scale](https://issuu.com/serbianhrcommunity/docs/hrw%5Fmagazine%5F11/54?ref=pesec.no)
- [Building a Prototype the Customer Didn’t Believe: Bruno Pešec](https://www.markgraban.com/building-a-prototype-the-customer-didnt-believe-bruno-pesec/?ref=pesec.no)
- [066: Intelligent Innovation](https://www.quantuvos.com/qonversations-quantuvos-coaches-and-experts/episode/d3782d13/066-intelligent-innovation?ref=pesec.no)
- [067 Bruno Pešec: Fostering Innovation](https://podcasts.apple.com/us/podcast/067-bruno-pe%C5%A1ec-fostering-innovation/id1692753002?i=1000642090274&ref=pesec.no)
- [Corporate innovation and the Maverick Mindset](https://youtu.be/YUuKhn5l-kQ?ref=pesec.no)
- [EP232 Navigating the New Market Frontier - Bruno Pesec](https://www.profitwithaplan.com/e/ep232-navigating-the-new-market-frontier-bruno-pesec/?ref=pesec.no)
- [Episode 148: How Focusing on Strategic Growth Offer Solutions in Plain Sight and Improves Experiences](https://player.fireside.fm/v2/aR2Vsp73+PR5OWz1l?theme=dark&ref=pesec.no)
- [Globalni stručnjak za inoviranje i strategiju za Euronews Srbija: Najbolji HR je nevidljiv](https://www.euronews.rs/biznis/biznis-vesti/100672/globalni-strucnjak-za-inoviranje-i-strategiju-za-euronews-srbija-najbolji-hr-je-nevidljiv/vest?ref=pesec.no)
- [Bruno Pešec of Pesec Global: How To Grow Your Business In A Challenging Economy](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-pesec-global-how-to-grow-your-business-in-a-challenging-economy-fc3c0d1eeea7?ref=pesec.no)
- [Mastering Team Building and Project Management with Innovator Bruno Pesec](https://open.spotify.com/episode/5ToRulE43yNzL52I76M560?go=1&sp%5Fcid=2502c97ca604fb871b9bc6851a4c3d7b&ref=pesec.no)
- [Key Traits of Successful Innovators with Bruno Pesec](https://youtu.be/jvjCimrgf2Q?ref=pesec.no)
- [Bruno Pešec Of Pesec Global On How To Leverage Data To Take Your Company To The Next Level](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-pesec-global-on-how-to-leverage-data-to-take-your-company-to-the-next-level-92ee4b89fba6?ref=pesec.no)
- [Five Specific Practices For Profitable Innovation ](https://podcasts.apple.com/us/podcast/five-specific-practices-for-profitable-innovation/id1503998603?i=1000622531047&ref=pesec.no)
- [Bruno Pešec On The 5 Habits That Can Accelerate Product Development Cycles](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-on-the-5-habits-that-can-accelerate-product-development-cycles-b505fc9896a4?ref=pesec.no)
- [GA 485 | Lean, Change, and Reflexivity with Bruno Pesec](https://blog.gembaacademy.com/2023/07/20/ga-485-lean-change-and-reflexivity-with-bruno-pesec/?ref=pesec.no)
- [Episode 27- The Business of Doing Art With Bruno Pesec](https://podcasts.apple.com/us/podcast/episode-27-the-business-of-doing-art-with-bruno-pesec/id1673604216?i=1000620901328&ref=pesec.no)
- [E68 | How to Avoid the Biggest Innovation Mistakes](https://podcasts.apple.com/us/podcast/e68-how-to-avoid-the-biggest-innovation-mistakes/id1616728442?i=1000619303648&ref=pesec.no)
- [Viable Innovation Teams](https://innov8rs.co/news/viable-innovation-teams/?ref=pesec.no)
- [Innovating for Profit: My Conversation with Bruno Pesec](https://www.caneintheclouds.com/blog/innovating-for-profit-my-conversation-with-bruno-pesec?ref=pesec.no)
- [Corporate innovation: the maverick mindset](https://themaverickparadox.com/corporate-innovation-the-maverick-mindset/?ref=pesec.no)
- [I Asked 167 Successful Entrepreneurs How to Start a Business](https://original.newsbreak.com/@toni-koraza-561162/2704616615640-i-asked-167-successful-entrepreneurs-how-to-start-a-business?ref=pesec.no)
- [Bruno Pešec - Management Accountants as Partners (Not Roadblocks) to Innovation](https://podcast.imanet.org/189?ref=pesec.no)
- [Bruno Pešec on The Big Don'ts of Corporate Innovation](http://podcast.agileinnovationleaders.com/website/s2e019-bruno-peec-on-the-big-donts-of-corporate-innovation?ref=pesec.no)
- [Leadership strategies for innovation with Bruno Pešec](https://www.zoerouth.com/podcast/leadership-strategies-bruno-pesec?ref=pesec.no)
- [Innovation To Profits - Bruno Pešec](https://podcasts.apple.com/id/podcast/48-innovation-to-profits-bruno-pe%C5%A1ec/id1522283985?i=1000553773108&ref=pesec.no)
- [Innovation Expert Bruno Pešec on How Corporate Innovators Can Manage Innovation](https://leanb2bbook.com/blog/bruno-pesec-corporate-innovators/?ref=pesec.no)
- [Reasons Why ‘Solving Customer Problems’ Isn’t the Right Lens for B2B Customer Development Early on](https://leanb2bbook.com/blog/solving-customer-problems/?ref=pesec.no)
- [Bruno Pešec: Intuition + Insights + Data = Better Decisions](https://www.scienceofcx.com/bruno-pesec-intuition-insights-data-better-decisions/?ref=pesec.no)
- [The Politics of Corporate Innovation - Bruno Pešec ](https://podcasts.apple.com/au/podcast/130-the-politics-of-corporate-innovation-bruno-pe%C5%A1ec/id1242160910?i=1000557202904&ref=pesec.no)
- [Leading Innovation with Bruno Pešec – Episode 75](https://algmin.com/podcast/dll-bruno-pesec-episode-75/?ref=pesec.no)
- [The Secret To Profitable Innovation with Bruno Pešec](https://aimtowinllc.com/the-secret-to-profitable-innovation-with-bruno-pesec/?ref=pesec.no)
- [Innovation-Driven Growth](https://podcasts.apple.com/us/podcast/innovation-driven-growth/id385108650?i=1000552806077&ref=pesec.no)
- [Ideas are Free](https://morethanafewwords.com/bruno-pesec/?ref=pesec.no)
- [Working on Self improvement Through Innovation with Bruno Pesec](https://podcasts.apple.com/us/podcast/working-on-self-improvement-through-innovation-with/id1133359217?i=1000552387658&ref=pesec.no)
- [Profitable Innovation With Bruno Pešec](https://www.youtube.com/watch?v=BzoQeQrkwr8&ref=pesec.no)
- [Innovation to Profits](https://www.youtube.com/watch?v=P87HUlxs0LI&ref=pesec.no)
- [A Survival Guide for Corporate Innovators](https://themaverickparadox.com/a-survival-guide-for-corporate-innovators/?ref=pesec.no)
- [Data Driven Decisions - Profitable Innovation - Augmented Strategy with Bruno Pesec](https://podcasts.apple.com/us/podcast/data-driven-decisions-profitable-innovation-augmented/id1502325012?i=1000550540475&ref=pesec.no)
- [Episode 37 Continuous Improvement in Plain Language with Bruno Pešec](https://leanforhumans.podbean.com/e/episode-37-continuous-improvement-in-plain-language-with-bruno-pesec/?ref=pesec.no)
- [What exactly is an innovation strategy?](https://mindtheinnovation.com/what-exactly-is-an-innovation-strategy-bruno-pesec/?ref=pesec.no)
- [Growth Execution Podcast #0361 - Bruno Pešec, Playing Lean](https://growtion.co/growth-execution-podcast-season-03-episode-61?ref=pesec.no)
- [EP 140: Disrupt the Disruptors - Innovation Culture Coding featuring Bruno Pešec](https://podcasts.apple.com/us/podcast/ep-140-disrupt-the-disruptors-innovation-culture/id1545043872?i=1000548778488&ref=pesec.no)
- [MADE Cymru students welcome global innovator Bruno Pešec to their class](https://www.madecymru.co.uk/made-cymru-students-welcome-global-innovator-bruno-pesec-to-their-class/?ref=pesec.no)
- [Why Mavericks are not trouble makers](https://themaverickparadox.com/why-mavericks-are-not-trouble-makers/?ref=pesec.no)
- [How Can Traditional Banks Compete With Digital Challengers? With Bruno Pešec](https://podcasts.apple.com/gb/podcast/how-can-traditional-banks-compete-with-digital/id1482609252?i=1000547388515&ref=pesec.no)
- [S03E006 - Bruno Pesec - Product Innovation](https://www.sbpace.com/bizquikpodcast-episodes/bruno-pesec?ref=pesec.no)
- [Ep #39 - Lean for 2022 with Special Guest Bruno Pešec](https://podcasts.bcast.fm/e/vnwlyw68?ref=pesec.no)
- [Bruno Pesec – Measuring the Performance of Innovation Strategy](https://newroi.com/2021/12/bruno-pesec-measuring-the-performance-of-innovation-strategy/?ref=pesec.no)
- [Lean Innovation: From Idea to Business Without Losing Your Shirt](https://unlockedwithtracywilson.buzzsprout.com/1122581/9681678-lean-innovation-from-idea-to-business-without-losing-your-shirt?ref=pesec.no)
- [Behind The Numbers with Bruno Pesec](https://rvntelevision.com/episode/behind-the-numbers-with-bruno-pesec/?ref=pesec.no)
- [Lean Innovation: From Idea to Business Without Losing Your Shirt ](https://podcasts.apple.com/us/podcast/lean-innovation-from-idea-to-business-without-losing/id1516798974?i=1000545009243&ref=pesec.no)
- [Innovation Culture Coding featuring featuring Bruno Pesec: Disrupting the disruptors](https://www.heitlandinnovation.com/innovation-culture-coding-show/bruno-pesec?ref=pesec.no)
- [Leading with Innovation: Bruno Pesec](https://youngtrep.libsyn.com/leading-with-innovation-bruno-pesec?ref=pesec.no)
- [Innovating Profitably In All Areas of Your Organization](https://www.buzzsprout.com/948151/9673400?ref=pesec.no)
- [How CFOs contribute to their organization's reputational risk](https://www.cfodive.com/news/how-cfos-contribute-to-their-organizations-reputational-risk/610530/?ref=pesec.no)
- [Profitable Corporate Innovation! with Bruno Pešec](https://podcasts.apple.com/us/podcast/profitable-corporate-innovation-with-bruno-pes-ec/id1562876878?i=1000542026385&ref=pesec.no)
- [How to leverage your existing data to improve your decisions](https://www.buzzsprout.com/853261/9501880?ref=pesec.no)
- [Bruno Pesec: (EP 47) Lean doesn’t start with a plan. It starts with what you want to learn & measure.](https://open.spotify.com/episode/4Yc5BAZOjWiv6MkI1VBtcq?ref=pesec.no)
- [Bruno Pešec of Norwegian Lean Startup Circle: “They grow revenue first, and then optimize processes as they’re moving”](https://web.archive.org/web/20211024175120/https://thriveglobal.com/stories/bruno-pesec-of-norwegian-lean-startup-circle-they-grow-revenue-first-and-then-optimize-processes-as-theyre-moving/)
- [Bruno Pešec of Norwegian Lean Startup Circle: Five Things You Need To Create A Highly Successful Startup](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-norwegian-lean-startup-circle-five-things-you-need-to-create-a-highly-successful-c93f45190706?ref=pesec.no)
- [What is Business Traction and How to Get It?](https://coresignal.com/blog/business-traction/?ref=pesec.no#:~:text=Traction%20is%20the%20signal%20that%20cuts%20through%20the%20noise%3B%20the%20proof%20that%20you%20have%20something%20worth%20building.%0A%0A-%20Bruno%20Pe%C5%A1ec%2C%20President%20of%20Pesec%20Global)
- [Making sense of innovation pipelines, funnels, and portfolios](https://thefutureshapers.com/making-sense-of-innovation-pipelines-funnels-and-portfolios/?ref=pesec.no)
- [Small Business Tips for Getting Psyched Up for Big Business Opportunities](https://www.carolroth.com/blog/tips-getting-psyched-up-business-opportunities/?ref=pesec.no#blog:~:text=137.%20Exercise!)
- [Analysesjef: «Om DNB bare sluker Sbanken, vil det føre til kundeflukt»](https://shifter.no/nyheter/analysesjef-om-dnb-bare-sluker-sbanken-vil-det-fore-til-kundeflukt/207722?ref=pesec.no)
- [The 9 Don'ts of Corporate Innovation](https://shows.acast.com/patrick-daly-interlinks-podcast/episodes/the-9-donts-of-corporate-innovation?ref=pesec.no) at Interlinks Podcast
- [Što je kvaliteta u razvoju novih poslovnih ideja?](https://www.hdkvaliteta.hr/hdk%5Fblog/page2.html?ref=pesec.no) (HDK website)
- [Što je kvaliteta u razvoju novih poslovnih ideja?](http://www.hdkvaliteta.hr/glasilo%5Fhdk/glasilo-hdk-2021-01.pdf?ref=pesec.no) (HDK Glasilo)
- [Making sense of innovation pipelines, funnels, and portfolios](https://web.archive.org/web/20221201043935/https://thefutureshapers.com/making-sense-of-innovation-pipelines-funnels-and-portfolios/)
- [Innovators are rockstars, but they are people too!](https://web.archive.org/web/20221201024842/https://thefutureshapers.com/innovators-are-rockstars-but-they-are-people-too/)
- [Bruno Pešec: “You say that there is no shortage of good ideas out there...”](https://web.archive.org/web/20210411070831/https://thriveglobal.com/stories/1873136/)
- [Iskusni poduzetnici i mentori vode timove do fonda od 35 tisuća kuna](https://www.hgk.hr/press/iskusni-poduzetnici-i-mentori-vode-timove-do-fonda-od-35-tisuca-kuna-najava?ref=pesec.no)
- [Iskusni poduzetnici i mentori vode timove do fonda od 35 tisuća kuna](https://www.hia.com.hr/izdvojeno/kronika/item/17993-iskusni-poduzetnici-i-mentori-vode-timove-do-fonda-od-35-tisuca-kuna?ref=pesec.no)
- [Meet The Inventors: Inventor Bruno Pešec, On How To Go From Idea To Store Shelf](https://medium.com/authority-magazine/meet-the-inventors-inventor-bruno-pe%C5%A1ec-on-how-to-go-from-idea-to-store-shelf-e694557020ca?ref=pesec.no)
- [How to innovate during turbulent times? with Bruno Pešec](https://youtu.be/yb09Q5T6HC0?ref=pesec.no)
- [GA 338 | Gamifying Lean with Bruno Pesec](https://blog.gembaacademy.com/2020/09/24/ga-338-gamifying-lean-with-bruno-pesec/?ref=pesec.no)
- [Hvordan drive innovasjon i krisetider?](https://shifter.no/nyheter/hvordan-drive-innovasjon-i-krisetider/192334?ref=pesec.no)
- [Non-Bullshit Innovation (really, this is really about non-bullshit innovation)](https://shows.acast.com/5b1a5a6364d9356d1af279f5/episodes/non-bullshit-innovation-really-this-is-really-about-non-bull?ref=pesec.no)
- [“Visualize all the work” With Charlie Katz & Bruno Pešec](https://web.archive.org/web/20220629132418/https://thriveglobal.com/stories/visualize-all-the-work-with-charlie-katz-bruno-pesec/)
- [Strike first, throw second](https://web.archive.org/web/20230201183646/https://thefutureshapers.com/strike-first-throw-second/)
- [We Spoke to Bruno Pešec of Pesec Global](https://www.bitbean.com/ceos-speak/bruno-pe%C5%A1ec%20of-pesec-global/?ref=pesec.no)
- [Bruno Pešec of Pesec Global: Five Things You Need To Be A Highly Effective Leader During Turbulent Times](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-pesec-global-five-things-you-need-to-be-a-highly-effective-leader-during-turbulent-8542717012d9?ref=pesec.no)
- [The power of visual thinking](https://planet-lean.com/lean-visual-thinking/?ref=pesec.no)
- [Get your idea funded by questioning power dynamics](https://web.archive.org/web/20220701173346/https://thefutureshapers.com/get-your-idea-funded-by-questioning-power-dynamics/)
- [13 Books You Need to Read When Starting A Business](https://studenttoceo.com/13-books-you-need-to-read-when-starting-a-business/?ref=pesec.no#header-top:~:text=Nail%20It%20Then%20Scale%20It%20by%20Nathan%20Furr%20and%20Paul%20Ahlstrom)
- [Patrick Daly Interlinks Podcast: Applying a Systems Approach to Innovation](https://shows.acast.com/patrick-daly-interlinks-podcast/episodes/applying-a-systems-approach-to-innovation?ref=pesec.no)
- [Is investing in innovation worth it?](https://web.archive.org/web/20211018012809/https://thefutureshapers.com/is-investing-in-innovation-worth-it/)
- [How Do You Answer “Tell Me About a Time You Failed”](https://upjourney.com/how-do-you-answer-tell-me-about-a-time-you-failed?ref=pesec.no#Be-radically-candid-but-respectful-and-polite:~:text=Be%20radically%20candid%20but%20respectful%20and%20polite)
- [Create the future](https://web.archive.org/web/20230201191315/https://thefutureshapers.com/create-the-future/)
- [Better banking—everyday in everyway](https://www.globalbankingandfinance.com/better-banking-everyday-in-everyway/?ref=pesec.no)
- [Bruno Pešec of Pesec Global: Giving Feedback; How To Be Honest Without Being Hurtful](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-pesec-global-these-are-challenging-times-but-ultimately-i-choose-to-believe-876d18c735f4?ref=pesec.no)
- [18 Entrepreneurs Discuss Whether or Not There Will Be More Entrepreneurs in the Future](https://hear.ceoblognation.com/2020/07/24/18-entrepreneurs-discuss-whether-or-not-there-will-be-more-entrepreneurs-in-the-future/?ref=pesec.no#caption-attachment-25883:~:text=%2313%2D%20More%20due%20to%20two%20things)
- [The elusive innovation strategy](https://web.archive.org/web/20211021120512/https://thefutureshapers.com/the-elusive-innovation-strategy/)
- [What Tools Do Business Coaches Use?](https://www.profi.io/blog/what-program-delivery-tools-do-coaches-use?ref=pesec.no#paragraph-2-4)
- [Biggest Lessons Small Business Owners Learned from the COVID-19 Pandemic](https://www.carolroth.com/blog/biggest-lessons-learned-covid-19/?ref=pesec.no)
- [Doing and managing innovation](https://web.archive.org/web/20230201185945/https://thefutureshapers.com/doing-and-managing-innovation/)
- [13 Entrepreneurs Share What They Wish They Knew Before Launching](https://studenttoceo.com/13-entrepreneurs-share-what-they-wish-they-knew-before-launching/?ref=pesec.no#header-top:~:text=Determine%20what%20can%20be%20outsourced.)
- [28 Entrepreneurs List Their Favorite Business Books](https://teach.ceoblognation.com/2020/07/12/28-entrepreneurs-list-their-favorite-business-books-3/?ref=pesec.no#caption-attachment-22179:~:text=%2318%2D%20Nail%20It%20then%20Scale%20It%20by%20Nathan%20Furr%20and%20Paul%20Ahlstrom)
- [21 Entrepreneurs Share Their Thoughts on the Future of Entrepreneurship](https://hear.ceoblognation.com/2020/07/03/21-entrepreneurs-share-their-thoughts-on-the-future-of-entrepreneurship/?ref=pesec.no#caption-attachment-25815:~:text=%239%2D%20More%20of%20niche%20entrants)
- [Overcoming Self Doubt – Episode 7 with Bruno Pešec](https://www.youtube.com/watch?v=rDxg-0bz0rs&ref=pesec.no)
- [Lean Startup in the Public Sector and beyond](https://www.weareleanandagile.com/event/lean-startup-in-the-public-sector/2020-06-13/?ref=pesec.no)
- [Startup Visionary Awards: Recognizing the Diversity Champions of the Founder Institute](https://fi.co/insight/diversity-champion-2018-award?ref=pesec.no)
- [The Innovation Clinic](https://www.innomag.no/event/the-innovation-clinic/?ref=pesec.no)
- [Media City Bergen](https://mediacitybergen.no/future-week/program/?ref=pesec.no): Building Your Corporate Innovation Ecosystem
- [Otovo-gründer lanserer oppfølger til «Lean Startup»-spill](https://shifter.no/alexander-osterwalder-bruno-pesec-holger-nils-pohl/otovo-grnder-lanserer-oppfolger-til-lean-startup-spill/109995?ref=pesec.no)
- [Er du gründer-materiale? Nytt akseleratorprogram som lar deg beholde jobben underveis](https://shifter.no/akselerator-akseleratorprogram-alex-hsi/er-du-grnder-materiale-nytt-akseleratorprogram-som-lar-deg-beholde-jobben-underveis/109319?ref=pesec.no)
- [Silicon Valley Startup Launch Program is Looking for Entrepreneurs in Oslo](https://fi.co/insight/silicon-valley-startup-launch-program-is-looking-for-entrepreneurs-in-oslo-f8d5493b-bd9f-4b69-abd8-24ec4c7e220e?ref=pesec.no)
- [Games as a way to coach and teach lean thinking](https://planet-lean.com/playing-lean-games-coaching/?ref=pesec.no)
- [Using Lean Principles to learn about Start Ups](https://www.stmarkscollege.com.au/news/student/using-lean-principles-to-learn-about-start-ups/?ref=pesec.no)
- [Playing Lean: The game that teaches the Lean Startup!](http://edgeqld.org.au/whats-on-old/playing-lean-the-game-that-teaches-the-lean-startup/?ref=pesec.no)
- [Studenti oduševljeni prezentacijom](http://www.ebrod.net/slavonski-brod/clanak/studenti-odusevljeni-prezentacijom-985.html?ref=pesec.no)
- [Studiraj i stekni iskustvo u Norveškoj, osiguraj posao u Đuri](http://www.brodportal.hr/clanak/studiraj-i-stekni-iskustvo-u-norveskoj-osiguraj-posao-u-duri-528?ref=pesec.no)
- [Preko Norveške do posla u Slavonskom Brodu](https://www.poslovni.hr/hrvatska/preko-norveske-do-posla-u-slavonskom-brodu-241841?ref=pesec.no)
- [Stipendistima praksa u Norveškoj i posao u Slavonskom Brodu](http://mojzagreb.info/hrvatska/hrvatska/stipendistima-praksa-u-norveskoj-i-posao-u-slavonskom-brodu?ref=pesec.no)
- [Oni imaju sreće: Stipendija, stažiranje u Norveškoj pa siguran posao](https://www.tportal.hr/biznis/clanak/oni-imaju-srece-stipendija-staziranje-u-norveskoj-pa-siguran-posao-20130306/print?ref=pesec.no)
- [U Norveškoj za bolje učenje imaju i stol za ping-pong u učionici](https://www.vecernji.hr/zagreb/u-norveskoj-za-bolje-ucenje-imaju-i-stol-za-ping-pong-u-ucionici-520541?ref=pesec.no)
- [Uručene stipendije za studij i praksu u Norveškoj](http://www.energetika-net.com/vijesti/energetsko-gospodarstvo/urucene-stipendije-za-studij-i-praksu-u-norveskoj-14716?ref=pesec.no)
- [Uručene stipendije Đure Đakovića i norveškog Kongsberga](http://www.stara.suvremena.hr/23263.aspx?ref=pesec.no)
- [Oni zaslužuju da pročitate njihova imena](https://sbplus.hr/slavonski%5Fbrod/obrazovanje/visoko/oni%5Fzasluzuju%5Fda%5Fprocitate%5Fnjihova%5Fimena.aspx?ref=pesec.no#.XvJpsnvRauU)
- [Pešec i Holjevac dobitnici stipendije Đuro Đakovića](https://lider.media/znanja/pesec-i-holjevac-dobitnici-stipendije-duro-dakovica-104835?ref=pesec.no)
### Fearless Innovation
URL: https://www.pesec.no/workshop-fearless-innovation/
Last updated: 2025-10-06T06:29:00.000Z
Don’t leave your success to chance
Empirical evidence is clear—investing in innovation is worth it, as long as you can do it rapidly and base it on customer data (needs, wants, outcomes).
In difficult times innovation should be embraced, not avoided. Disney, Microsoft, Apple, AirBnB, and Square are just a few examples of companies that came out of crises stronger.
We rarely fail due to others. In fact, most innovations fail due to shortcomings in our own processes, beliefs, and actions. Competition simply picks up the advantage.
Consider following examples:
- Blockbuster went bust because of themselves, Netflix simply benefited.
- Taxi companies lost significant market share because of themselves, Uber simply benefited.
- Dell tripped over itself, Asus simply benefited.
I’m confident you can come up with at least three cases in just five minutes.
Good news is that overcoming these shortcomings means taking a significant step towards owning your success. And that is why I’m organising this unique workshop.
## Own your success
This is a workshop for those that:
- Want to innovate profitably.
- Value practice and results over jargon and theatrics.
- Have unique challenges that cannot be solved with cookie-cutter approaches.
- Struggle to help their colleagues innovate better.
- Are frustrated with the pace of innovation in their organisation.
- Find it difficult to gain buy-in for their innovative ideas.
- Want to see their organisation differently.
- Desire to overcome existing issues and shortcomings.
- Are hesitant to innovate because it is an unpredictable investment.
- Wish to meet uncertainty and ambiguity with a calm mind.
- Are happy to put in the work to get the results they desire.
The more these points resonate with you, the more you will get out of the workshop.
## Agenda
Since our limitations are unique to us and our context, the agenda will be driven by you, the participant.
Prior to the workshop I will have a conversation with you, and we will go through what your current biggest hurdles to innovation are.
In the workshop I will demonstrate a number of models and tools you can use to resolve your challenges and issues. No theory, only practice.
We will work in groups, and in pairs, on real issues. That way you will immediately apply new knowledge, ensuring that you don’t forget it by the time you leave the workshop.
Bring a peer or two, and benefit exponentially as your learning multiplies.
After the workshop we will have another conversation, focused on developing your plan for obliterating\* your obstacles to innovation.
\*(*This is a figure of speech, please do not obliterate your colleagues.)*
## When and where
This workshop will take place on Thursday, November 26th, from 13:00 to 17:00 (GMT/UTC+2). It will be conducted online via Zoom.
## About your facilitator
My name is Bruno Pešec and I work with business leaders on dramatically increasing their returns on investment in innovation.
With ten years of experience in different industries—including defence, manufacturing, entertainment, education, and financial services—I've delivered projects that had positive impact on GDP of several countries; succeeded and failed at inventing and innovating; lead entrepreneurial communities numbering in thousands; and encountered a number of challenges that seemed hopeless.
## Take the leap
**Registrations are closed. Contact me if you'd like to participate in the future or are interested in having a similar workshop in your organisation.**
---
*Questions? You can reach me on [bruno@pesec.no](mailto:bruno@pesec.no) or +47 451 31 225.*
### The Corporate Innovation Toolbox
URL: https://www.pesec.no/corporate-innovation-toolbox-2021/
Last updated: 2025-10-06T06:29:50.000Z
## How to maximize the profitability of your innovation efforts and grow your business
Last year has been a bedlam and has put a number of organisations under the test. Some tried to ignore what is happening, while others vigorously embraced the new reality and started to create a different future for themselves.
Regardless of which camp you fall in; there are a number of indicators showing that we can expect an explosive global resurgence of business activity by mid-2021\.
**Are you ready to get the most out of this unique opportunity?**
Empirical evidence is clear. Investing in innovation is worth it, as long as you can do it rapidly and base it on real customer needs. Most innovation efforts fail due to shortcomings in our own processes, beliefs, and actions. Competition simply picks up the advantage.
### Agenda
Corporate innovation is about mastering ***doing*** and **managing innovation.** It doesn't matter how fast you can develop ideas if you don't know how to scale and integrate them in your organisation; nor it matters if you have great innovation governance structure unless there is something of value to govern. If you wish to innovate profitably, you must continuously improve on both fronts.
In this two-hour session I'll provide you with specific techniques for:
- Describing, documenting, and capturing ideas.
- Assessing the maturity of ideas.
- Creating your own corporate innovation toolbox.
- Setting up minimal innovation projects that produce maximum progress in shortest period of time.
- Extracting value out of innovation projects that failed or stopped.
- Identifying growth opportunities in your market and organisation.
- Deciding how to approach different types of innovation.
- Creating a living innovation strategy.
- Assembling the innovation portfolio aligned with your ambitions.
- Measuring innovation at a team, managerial, and strategic level.
- Improving how you make investment decisions.
- Instituting minimal and effective innovation governance system.
All of the above is based on ten years of experience with innovation in different industries—including defence, manufacturing, education, entertainment, and financial services.
I've experienced and overcame most of the challenges that await you on your journey. That is why I'll be sharing only the practical, proven and useable, which can be immediately used to improve the profitability of your innovation efforts.
I'll take all the questions at the end of the session, regardless if it takes us 15 minutes or 15 hours to go through them. Everything will be recorded, so you can watch it at any time, and as many times as you like.
### When and where
This session will take place on Monday, January 18th, from 14:00 to 16:00 UTC. You can check the time in your time zone [here](https://www.timeanddate.com/worldclock/fixedtime.html?msg=The+Corporate+Innovation+Toolbox&iso=20210118T14&p1=%3A&ah=2&ref=pesec.no). It will be conducted online via Zoom.
### Take the leap
**Registrations are closed. Contact me if you'd like to participate in the future or are interested in having a similar workshop in your organisation.**
---
*Questions? You can reach me on [bruno@pesec.no](mailto:bruno@pesec.no) or +47 451 31 225.*
### 9 Big Don'ts of Corporate Innovation
URL: https://www.pesec.no/9-big-donts-of-corporate-innovation/
Last updated: 2025-04-28T10:32:11.000Z
Corporate innovation is risky and challenging enough by itself, so why make it any more difficult?
In this ebook I share actionable insight on how to spot and avoid some of the costliest innovation mistakes I've observed while advising hundreds of innovators, managers, and executives.
Own your success—fill out the form below to download your copy.
### Innovation & strategy resources
URL: https://www.pesec.no/resources/
Last updated: 2026-05-17T07:27:16.000Z
## The Innovator's Attitude
A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.
[The Innovator’s Attitude NewsletterA monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.Bruno PešecBruno Pešec](https://www.pesec.no/innovators-attitude-newsletter-archive/)
## The Innovation Booster
A monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.
[The Innovation Booster - Bruno PešecThe Innovation Booster is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.Bruno Pešec](https://www.pesec.no/tag/the-innovation-booster-newsletter/)
## Bruno Unfiltered
A weekly newsletter with fresh and provocative insight on innovation and strategy. No one and nothing is spared. Not for those of faint heart.
[Bruno Unfiltered - Bruno PešecBruno Unfiltered is a weekly newsletter bringing you Bruno’s latest thoughts on contemporary topics in his signature style.Bruno Pešec](https://www.pesec.no/tag/bruno-unfiltered/)
## 9 Big Don'ts of Corporate Innovation
An ebook with actionable advice on how to waste less money on innovation.
[9 Big Don’ts of Corporate InnovationHow to spot and avoid costly innovation mistakes.Bruno PešecBruno Pešec](https://www.pesec.no/9-big-donts-of-corporate-innovation/)
## Innovation & Strategy Quickstarts
[Practical guidance for busy professionals.](https://www.pesec.no/tag/quickstart/)
## Lean Experimentation Guide
A step-by-step guide for designing, conducting, and learning from Lean experiments.
[Step-by-step guide for designing Lean ExperimentsDesigning sound experiments is critical to creating valid and reusable knowledge. This guide will help you achieve that.Bruno PešecBruno Pešec](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/)
## Corporate Innovation Q&A
A collection of over 50 questions and answers:
[Corporate Innovation FAQBruno Pešec answers your most burning questions.Bruno PešecBruno Pešec](https://www.pesec.no/corporate-innovation-faq/)
## Innovation Whitepapers
A white paper outlining elements of a profitable innovation management system:
[White Paper: How can organisations innovate profitably?Aligning execution, governance, and change.Bruno PešecBruno Pešec](https://www.pesec.no/white-paper-how-can-organisations-innovate-profitably/)
## The Puzzle Podcast
In The Puzzle Podcast Bruno Pešec and Isaak Tsalicoglou address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable. Raw, honest, and unfiltered.
[The Puzzle PodcastIn The Puzzle Podcast Bruno Pešec and Isaak Tsalicoglou address a difficult business question for ten minutes. Raw, honest, and unfiltered.Bruno Pešec](https://www.pesec.no/tag/puzzle/)
## Webinar Archive
A collection of my webinars on innovation, strategy, and entrepreneurship.
[Webinar - Bruno PešecWebinars on innovation, strategy, and entrepreneurship by Bruno Pešec.Bruno Pešec](https://www.pesec.no/tag/webinar/)
## Subscribe
Be the first one to receive the above and more!
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### Innovation & strategy services
URL: https://www.pesec.no/services/
Last updated: 2026-05-17T07:29:09.000Z
**Innovation** is the driving force behind sustainable value creation.
I am **Bruno Pešec**, and I have worked alongside business leaders to unlock **€1 billion in new revenue** and expand into **€28 billion in new market opportunities**.
Simply put, I collaborate with **senior leaders** to design and execute tailored innovation capabilities—spanning strategy formulation and implementation, lightweight governance, balanced portfolios, bespoke performance metrics, and high-performing teams—that seamlessly integrate with and amplify existing operations.
Services are delivered through **strategic advisory** engagements, **executive keynotes**, and **bespoke capability-building experiences**:
1. **Strategic advisory**. I partner with senior leaders as their trusted advisor to design and execute tailored innovation capabilities targeting specific strategic challenges and opportunities.
2. **Executive keynotes**. I deliver provocative talks that challenge leaders to reconsider how they approach innovation, so they too can join the exclusive club of those that innovate profitably.
3. **Capability-building experiences**. I create bespoke experiences to improve specific strategic innovation skills, seize market opportunities, and create the future.
Typical **client outcomes** include superior innovation ROI, higher revenue growth, improved margins, faster time-to-market, greater organisational alignment, stronger customer satisfaction, and sustained competitive advantage.
I would welcome the opportunity to discuss **your strategic priorities** and explore how we might partner to unlock outsized value for your organisation.
You can reach me at **bruno@pesec.no** or +47 451 31 225.
### Bruno Pešec: A biographical sketch
URL: https://www.pesec.no/about/
Last updated: 2026-05-17T07:26:20.000Z
Bruno Pešec helps business leaders innovate profitably.
He is one of the rare innovators who can claim that he has worked on a regulation-defying freight train and an award-winning board game for teaching entrepreneurship and innovation.
With ten years of experience in different industries—including defence, manufacturing, education, entertainment, and financial services—he has delivered projects that had positive impact on GDP of several countries, succeeded and failed inventing and innovating, and overcame a number of problems and challenges with no obvious solutions.
In addition to his corporate experience with brands like DNV, DNB, and Kongsberg Group, Bruno is deeply involved with the global entrepreneurial community. He co-founded Norwegian Lean Startup Circle, Norway's largest Lean Startup community, and Founder Institute Norway, the world’s premier idea-stage accelerator and startup launch program. He often serves as a mentor and judge at various accelerators, incubators, and events across the globe.
His academic credentials include a master's degree with distinction in industrial engineering and management, specialisation in production and quality engineering, and advanced management diploma with specialisation in strategy and innovation. He has also been trained by Toyota in corporate value creation and innovation. Bruno is currently undertaking a doctorate in organisational change, with a peculiar focus on the issues with innovation in large enterprises.
He has been a passionate practitioner of martial arts since 1997, having trained karate, wrestling, and muay thai. In 2008 he joined Genbukan World Ninpo Bugei Federation and Kokusai Jujutsu Renmei Federation, traditional martial arts systems focused on the self-defence of the spirit, body, and mind. He currently holds the title dojo-cho (school owner and teacher). Grandmaster has named his dojo (school) Konpeki, meaning the *deep dark blue*, such as the colour of strong blue sky of summer sunshine.
Bruno resides in Oslo, Norway, with the love of his life, Tamara.
---
*Media resources:*
- [*Bruno Pešec in media*](https://www.pesec.no/media/)
- [*Bruno Pešec media kit*](https://link.pbsc.no/mediakit?ref=pesec.no)
- [*Book Bruno for your podcast*](https://podmatch.com/member/brunopesec?ref=pesec.no)
### Contact
URL: https://www.pesec.no/contact/
Last updated: 2026-05-17T07:31:25.000Z
You can reach me on [bruno@pesec.no](mailto:bruno@pesec.no) or +47 451 31 225.
### The Corporate Innovation Toolbox Seminar
URL: https://www.pesec.no/corporate-innovation-toolbox-2021a/
Last updated: 2026-02-06T10:19:29.000Z
## How to maximize the profitability of your innovation efforts and grow your business
Corporate innovation is about mastering ***doing*** and **managing innovation.**
It doesn't matter how fast you can develop ideas if you don't know how to scale and integrate them in your organisation; nor does it matter if you have great innovation governance structure unless there is something of value to govern.
If you wish to innovate profitably, you must continuously improve on both fronts.
And in this session I will provide you with the essential tools to get you started.
### Who would benefit from participating?
- **Innovators** who want to develop their ideas faster and with more support from the organisation.
- **Managers** who want to professionalise how they measure and manage innovation.
- **Leaders** who want to align and focus innovation throughout their organisation.
### Are you ready to take your innovation game to the next level?
In this two-hour session I'll share with you the essential corporate innovation toolbox that you can immediately use:
- Tools for **doing** innovation:
- Idea Napkin\*
- Business Model Canvas & Lean Canvas
- Lean Experiment Canvas\*
- Tools for **managing** innovation:
- Innovation Strategy Canvas\*
- Innovation Funnel\*
- Innovation Portfolio\*
- Tools for the interface between **doing** and **managing** innovation:
- Innovation Team Charter\*
- NEXT Canvas
Tools marked with asterisk (\*) are from my consulting practice, now shared publicly for the first time ever.
### Above tools will help you with:
- Describing, documenting, and capturing ideas.
- Assessing the maturity of ideas.
- Setting up minimal innovation projects that produce maximum progress in shortest period of time.
- Extracting value out of innovation projects that failed or stopped.
- Identifying growth opportunities in your market and organisation.
- Deciding how to approach different types of innovation.
- Creating a living innovation strategy.
- Assembling the innovation portfolio aligned with your ambitions.
- Measuring innovation at a team, managerial, and strategic level.
- Improving how you make investment decisions.
- Instituting an effective innovation governance system.
- Kick-starting your own corporate innovation toolbox.
I've experienced and overcome most of the challenges that await you on your innovation journey.
That is why I'll be sharing only the practical, proven and useable advice, which you can immediately apply to your innovation efforts.
I'll take all the questions at the end of the session, regardless if it takes us 15 minutes or 15 hours to go through them.
### After the session you will receive:
- PDF of *The Corporate Innovation Toolbox* that contains all 9 tools.
- PDF of *The Corporate Innovation Toolbox Workbook* that contains guidance on how to use the tools.
- PDF of the presentation used during the session.
- *9 Big Don'ts of Corporate Innovation* ebook.
- A copy of the recording which you can watch at any time, and as many times as you like.
### When and where:
- This session will take place on Tuesday, June 29th, from 09:00 to 11:00 CEST. Check the time in your time zone [here](https://www.timeanddate.com/worldclock/fixedtime.html?p1=187&iso=20210629T09&msg=The%20Corporate%20Innovation%20Toolbox&ah=2&sort=0&ref=pesec.no).
- The session will be conducted online via Zoom. You will receive meeting details several days before the session.
### Take the leap
- Early bird price of €50 available until June 1st.
- After that, the full price of €100 applies.
---
*Questions? You can reach me on [bruno@pesec.no](mailto:bruno@pesec.no) or +47 451 31 225.*
### Privacy Policy
URL: https://www.pesec.no/privacy/
Last updated: 2021-11-23T09:00:44.000Z
**Effective Date: 23-11-2021**
We are committed to protecting Your privacy. This Privacy Policy describes how We collect, use, store, share and protect the information collected through https://www.pesec.no/ (the “**Website**”).
In this Privacy Policy, "We", "Us", and "Our" refer to Pesec Global AS. For more information about Us, see “Our Details” at the end of this Policy.
This Privacy Policy is incorporated into and subject to Our **Terms and Conditions**. Capitalised words used but not defined in this Privacy Policy have the meaning given to them in the Terms and Conditions.
Please be advised that the practices described in this Privacy Policy apply only to information gathered online through the Website. This Privacy Policy applies where We are acting as a data controller with respect to the Personal Data of visitors, users, clients and customers (“You,” or “Your”); in other words, where We determine the purposes and means of the processing of that Personal Data.
PLEASE READ THIS PRIVACY POLICY CAREFULLY because it affects Your rights under the law. You confirm that You have read and agreed to be bound by this Privacy Policy. If You do not agree with this Privacy Policy, You cannot use, access, create or publish in the Website. This Privacy Policy may change as We continuously improve the Website, so please check it periodically.
We reserve the right to modify or amend the Privacy Policy from time to time without notice. Your continued use of the Website following the posting of changes to these terms will mean You accept those changes. If We intend to apply the modifications or amendments to this Privacy Policy retroactively or to Personal Data already in Our possession, We will provide You with notice of the modifications or amendments.
## Contents
Click below to jump to any section of this privacy policy
1. [**Your Data**](#nonpersonal)
2. [**Personal Data**](#personaldata)
1. [Data We Collect](#personaldata-1)
2. [How We Collect Data](#personaldata-2)
3. [**Personal Data On Or From Social Media**](#personaldatasocial)
4. [**Use of Personal Data**](#personaldatause)
5. [**Sharing Of Personal Data**](#datashare)
6. [**Data Security**](#datasecurity)
7. [**Non-Personal Data**](#nonpersonaldata)
1. [Generally, We collect and store the following Non-Personal Data:](#nonpersonaldata-1)
8. [**Use of Non-Personal Data**](#nonpersonaldatause)
9. [**Account Data**](#accountdata)
10. [**User Content Data**](#usercontentdata)
11. [**Enquiry Data**](#enquirydata)
12. [**Customer Relationship Data**](#csrdata)
13. [**Transactions And Payment Data**](#transactionsdata)
14. [**Notifications Data**](#notificationsdata)
15. [**Correspondence Data**](#correspondencedata)
16. [**Your Data Privacy Rights**](#gdprrights)
17. [**Data Protection**](#gdprprotection)
18. [**International Transfer Of The Personal Data of EU Citizens**](#gdprtransfers)
19. [**Your Choices**](#yourchoices)
20. [**Your Right to Access**](#access)
21. [**Your Right to Withdraw Consent**](#withdraw)
22. [**Your Right to Update, Correct or Delete**](#CUD)
23. [**California Privacy Rights**](#caloppa)
24. [**No Personal Data From Children**](#nochildren)
25. [**Cookie Policy**](#cookieinformation)
1. [Cookie We Use](#cookieinformation-1)
2. [Purpose Of Using Cookies](#cookieinformation-2)
3. [Cookies Used by Our Service Providers](#cookieinformation-3)
4. [Managing Cookies](#cookieinformation-4)
26. [**Links To Or From Another Website**](#hyperlinks)
27. [**Public Areas**](#publicarea)
28. [**Interest Based Advertising**](#interestbasedad)
29. [**Changes And Updates**](#changesandupdates)
30. [**Assignment**](#assignment)
31. [**Our Details**](#contacttable)
## 1 Your Data
Pesec Global AS strives to provide you with the best possible service. In order to provide this service we may need to collect information from you from time to time. At all times we try to only collect the information we need for the particular function or activity we are carrying out and use it in accordance with this privacy policy.
We collect two basic types of information from You from Your use of the Website: Personal Data and Non-Personal Data.
[Back to table of contents](#tableofcontents)
## 2 Personal Data
"**Personal Data**" means any information relating to an identified or identifiable natural person; an identifiable natural person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, an online identifier or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person.
As a general matter, You can browse the Website without submitting Your Personal Data to Us. However, there are a number of circumstances in which You may supply Us with Your Personal Data.
### 2.1 Data We Collect
We collect the following Personal Data from You:
- Full Name;
- E-mail;
### 2.2 How We Collect Data
**The following are the most common ways in which You give Your Personal Data:**
- Participating in communities, chat rooms and comment threads, other fora, and other interactive services in the Website;
- Submission of User Content on any part of the Website that permit it;
- Any other place in the Website where You knowingly volunteer to give Personal Data.
- Registration for an Account on the Website;
- Registration for a Subscription;
- Signing up to receive e-mail newsletters or e-mail alerts from Us;
- Signing up to receive e-mail offers from Us or Our partners;
- Participating in special events and promotions in the Website;
- Entering in contests or sweepstakes in the Website;
[Back to table of contents](#tableofcontents)
## 3 Personal Data On Or From Social Media
When You interact with the Website or Your Account through a social media platform, such as Facebook, Twitter, Tumblr, LinkedIn, YouTube, or Pinterest, We may collect the Personal Data that You make available to Us on that page including Your account ID or handle. We will comply with the privacy policies of the corresponding social media platform and We will only collect and store such Personal Data that We are permitted to collect by these social media platforms.
Please do NOT supply any other person's Personal Data to Us, unless We prompt You to do so.
[Back to table of contents](#tableofcontents)
## 4 Use of Personal Data
We do NOT sell or license Your Personal Data to any third party.
We may process any of Your Personal Data identified in this Privacy Policy where necessary for the establishment, exercise or defence of legal claims, whether in court proceedings or in an administrative or out-of-court procedure. The legal basis for this processing is Our legitimate interests, namely the protection and assertion of Our legal rights, Your legal rights and the legal rights of others.
In addition to the specific purposes for which We may process Your Personal Data set out in this clause, We may also process any of Your Personal Data where such processing is necessary for compliance with a legal obligation to which We are subject, or in order to protect Your vital interests or the vital interests of another natural person.
Specifically, We use Your Personal Data for the following:
- responding to Your queries and requests;
- investigating complaints;
- enforcing Our Terms and Conditions;
- as otherwise required or authorized by law or government agency.
- providing Goods and Services to You;
- improving and developing Our Website;
- processing Your requests or instructions;
- rewards, competitions, marketing or other promotional materials;
- recognizing You when Your return to Our website;
- processing Your feedback on Goods and Services;
[Back to table of contents](#tableofcontents)
## 5 Sharing Of Personal Data
We may share your Personal Data with the following:
**Payment Services Providers**. Financial transactions relating to Our Website and Services are OR may be handled by Our payment services providers, Stripe. We will share **Transaction Data** with Our payment services providers only to the extent necessary for the purposes of processing Your payments, refunding such payments and dealing with complaints and queries relating to such payments and refunds. You can find information about the payment services providers' privacy policies and practices at [https://stripe.com/en-gb-no/privacy](https://stripe.com/en-gb-no/privacy?ref=pesec.no).
**Third-Party Suppliers**. We may disclose Your **Enquiry Data** to one or more of those selected third-party suppliers of Goods and Services identified on Our Website for the purpose of enabling them to contact You so that they can offer, market and sell relevant Goods and/or Services to You. Each such third party will act as a data controller in relation to the Enquiry Data that We supply to it; and upon contacting You, each such third party will supply to You a copy of its own privacy policy, which will govern that third party's use of Your Personal Data. The suppliers and providers with whom We may share Your information include:
- Analytics services
- IT service providers and web hosting companies
- Training service providers
- Newsletter distributors
- Legal, auditing and other professional advisors or consultants
- Billing or data storage services
**Other Purposes**. In addition to the specific disclosures of Personal Data set out in this Section, We may disclose Your **Personal Data** where such disclosure is necessary for compliance with a legal obligation to which We are subject, or in order to protect Our vital interests, Your vital interests, or the vital interests of another natural person. We may also disclose Your Personal Data where such disclosure is necessary for the establishment, exercise or defence of legal claims, whether in court proceedings or in an administrative or out-of-court procedure.
[Back to table of contents](#tableofcontents)
## 6 Data Security
We follow generally accepted industry standards to protect the information submitted to Us, both during transmission and once We receive it. We maintain appropriate administrative, technical and physical safeguards to protect Personal Data against accidental or unlawful destruction, accidental loss, unauthorised alteration, unauthorised disclosure or access, misuse, and any other unlawful form of processing of the Personal Data in Our possession. This includes, for example, firewalls, password protection and other access and authentication controls.
We use **HTTPS**
HTTPS (Hypertext Transfer Protocol Secure) is an internet communication protocol that protects the integrity and confidentiality of data between your computer and www.pesec.no/. The use of HTTPS makes sure your communication with us is:
**Encrypted** — The data you exchange with us is secure from eavesdroppers. That means that when you are browsing www.pesec.no/, nobody can track your activities across multiple pages, or steal the data exchange between your computer and www.pesec.no/.
**Integral** — The use of HTTPS preserves the integrity of data. Your data cannot be modified or corrupted during transfer.
**Authenticated** — HTTPS protocol authenticates your communication with us. This ensures that you are always communicating with our servers.
However, no method of transmission over the Internet, or method of electronic storage, is 100% secure. We cannot ensure or warrant the security of any information You transmit to Us or store on the Website, and You do so at Your own risk. We also cannot guarantee that such information may not be accessed, disclosed, altered, or destroyed by breach of any of Our physical, technical, or managerial safeguards. If You believe Your Personal Data has been compromised, please contact Us at post@pesec.no.
If We learn of a security systems breach, then We attempt to notify You electronically so that You can take appropriate protective steps. We may post a notice through the Website if a security breach occurs.
[Back to table of contents](#tableofcontents)
## 7 Non-Personal Data
Non-Personal Data includes information that does not personally identify You, but may include tracking and usage information about Your location, demographics, use of the Website and the internet.
When You interact with the Website, We may collect Non-Personal Data and Our servers may automatically keep an activity log of Your use of the Website.
### 7.1 Generally, We collect and store the following Non-Personal Data:
- Device information about Your computer, mobile device, or other device that You use to access the Website. This information may include IP address, geolocation information, unique device identifiers, browser type, browser language, and other transactional information;
- Usage information about Your use of the Website. This information includes a reading history of the pages You view.
- Additional “traffic information” such as time of access, date of access, software crash reports, application errors, session identification number, access times, and referring site addresses.
- Your search terms and search results.
- Other information regarding Your use of the Website.
[Back to table of contents](#tableofcontents)
## 8 Use of Non-Personal Data
We may disclose or share Non-Personal Data (or other information, other than Personal Data) in any other manner that We deem appropriate or necessary.
Among other things, We will disclose Non-Personal Data to third parties to help Us determine how users use parts of the Website and who Our users are so We can improve the Website.
We will also disclose Non-Personal Data to Our partners and other third parties about how Our users collectively use the Website.
[Back to table of contents](#tableofcontents)
## 9 Account Data
We may process Your Account Data ("**Account Data**"). The Account Data may include Your name and email address. The source of the Account Data is You. The Account Data may be processed for the purposes of operating Our Website, providing Our Services, ensuring the security of Our Website and Services, maintaining back-ups of Our databases and communicating with You. The legal basis for this processing is consent.
[Back to table of contents](#tableofcontents)
## 10 User Content Data
We may process information that You post for publication on Our Website or through Our Services ("**User Content Data**"). The User Content Data may be processed for the purposes of enabling such publication and administering Our Website and Services. The legal basis for this processing is consent.
[Back to table of contents](#tableofcontents)
## 11 Enquiry Data
We may process information contained in any enquiry You submit to Us regarding Our Goods and/or Services ("**Enquiry Data**"). The Enquiry Data may be processed for the purposes of offering, marketing and selling relevant Goods and/or Services to You. The legal basis for this processing is consent.
[Back to table of contents](#tableofcontents)
## 12 Customer Relationship Data
We may process information relating to Our customer relationships, including customer contact information ("Customer Relationship Data"). The Customer Relationship Data may include Your name, Your contact details, and information contained in communications between You and Us. You are the source of the Customer Relationship Data. The Customer Relationship Data may be processed for the purposes of managing Our relationships with customers, communicating with customers, keeping records of those communications and promoting Our Goods and Services to customers. The legal basis for this processing is Our legitimate interests, namely the proper management of Our customer relationships.
[Back to table of contents](#tableofcontents)
## 13 Transactions And Payment Data
We may process information relating to transactions, including purchases of Goods and Services, that You enter into with Us and/or through Our Website (“**Transaction Data**”). The Transaction Data may include Your contact details, Your card details, the transaction details, and/or your Stripe authentication details. The Transaction Data may be processed for the purpose of supplying the purchased Goods and Services and keeping proper records of those transactions. The legal basis for this processing is our legitimate interests, namely the proper administration of Our Website and business and a contract between user and you or taking steps at user request to enter a contract.
[Back to table of contents](#tableofcontents)
## 14 Notifications Data
We may process information that You provide to Us for the purpose of subscribing to Our email notifications and/or newsletters ("**Notification Data**"). The Notification Data may be processed for the purposes of sending You the relevant notifications and/or newsletters. The legal basis for this processing is consent.
[Back to table of contents](#tableofcontents)
## 15 Correspondence Data
We may process information contained in or relating to any communication that You send to Us ("**Correspondence Data**"). The Correspondence Data may include the communication content and metadata associated with the communication. Our Website will generate the metadata associated with communications made using the Website contact forms. The Correspondence Data may be processed for the purposes of communicating with You and record-keeping. The legal basis for this processing is Our legitimate interests, namely the proper administration of Our Website and business and communications with users.
[Back to table of contents](#tableofcontents)
## 16 Your Data Privacy Rights
If You are a citizen of the EU, We have summarised the rights that You have under the General Data Protection Regulation (GDPR) in this Section. Some of the rights are complex, and not all of the details have been included in Our summaries. Accordingly, You should read the relevant laws and guidance from the regulatory authorities for a full explanation of these rights.
**Right to Access**. You have the right to confirmation as to whether or not We process Your Personal Data and, where We do, access to the Personal Data, together with certain additional information. That additional information includes details of the purposes of the processing, the categories of Personal Data concerned and the recipients of the Personal Data. Providing the rights and freedoms of others are not affected, We will supply to You a copy of Your Personal Data. The first copy will be provided free of charge, but additional copies may be subject to a reasonable fee.
**Right to Rectification.** You have the right to have any inaccurate Personal Data about You rectified and, taking into account the purposes of the processing, to have any incomplete Personal Data about You completed.
**Right to Erasure.** In some circumstances You have the right to the erasure of Your Personal Data without undue delay. Those circumstances include: the Personal Data are no longer necessary in relation to the purposes for which they were collected or otherwise processed; You withdraw consent to consent-based processing; You object to the processing under certain rules of applicable data protection law; the processing is for direct marketing purposes; and the Personal Data have been unlawfully processed.
However, there are exclusions of the right to erasure. The general exclusions include where processing is necessary: for exercising the right of freedom of expression and information; for compliance with a legal obligation; or for the establishment, exercise or defence of legal claims.
**Right to Restrict Processing**. In some circumstances You have the right to restrict the processing of Your Personal Data. Those circumstances are: You contest the accuracy of the Personal Data; processing is unlawful but You oppose erasure; We no longer need the Personal Data for the purposes of Our processing, but You require Personal Data for the establishment, exercise or defence of legal claims; and You have objected to processing, pending the verification of that objection. Where processing has been restricted on this basis, We may continue to store Your Personal Data. However, We will only otherwise process it: with Your consent; for the establishment, exercise or defence of legal claims; for the protection of the rights of another natural or legal person; or for reasons of important public interest.
**Right to Object to Processing**. You have the right to object to Our processing of Your Personal Data on grounds relating to Your particular situation, but only to the extent that the legal basis for the processing is that the processing is necessary for: the performance of a task carried out in the public interest or in the exercise of any official authority vested in Us; or the purposes of the legitimate interests pursued by Us or by a third party. If You make such an objection, We will cease to process the Personal Data unless We can demonstrate compelling legitimate grounds for the processing which override Your interests, rights and freedoms, or the processing is for the establishment, exercise or defence of legal claims.
You have the right to object to Our processing of Your Personal Data for direct marketing purposes (including profiling for direct marketing purposes). If You make such an objection, We will cease to process Your Personal Data for this purpose.
You have the right to object to Our processing of Your Personal Data for scientific or historical research purposes or statistical purposes on grounds relating to Your particular situation, unless the processing is necessary for the performance of a task carried out for reasons of public interest.
**Right to Data Portability**. To the extent that the legal basis for Our processing of Your Personal Data is consent, or that the processing is necessary for the performance of a contract to which You are party or in order to take steps at Your request prior to entering into a contract, and such processing is carried out by automated means, You have the right to receive Your Personal Data from Us in a structured, commonly used and machine-readable format. However, this right does not apply where it would adversely affect the rights and freedoms of others.
**Right to Complain to a Supervisory Authority**. If You consider that Our processing of Your Personal Data infringes data protection laws, You have a legal right to lodge a complaint with a supervisory authority responsible for data protection. You may do so in the EU member state of Your habitual residence, Your place of work or the place of the alleged infringement.
**Right to Withdraw Consent**. To the extent that the legal basis for Our processing of Your Personal Data is consent, You have the right to withdraw that consent at any time. Withdrawal will not affect the lawfulness of processing before the withdrawal.
You may exercise any of Your rights in relation to Your Personal Data through written notice to Us. See Our Contact Details at the end of this Policy.
[Back to table of contents](#tableofcontents)
## 17 Data Protection
If You are located in the European Economic Area, Your Personal Data will be processed by Pesec Global AS. As part of providing the Website, this Personal Data may be transferred to other regions, including to Canada and the United States. Such transfers will be completed in compliance with relevant Data Protection Legislation.
When Pesec Global AS processes Personal Data in the course of providing the Website, Pesec Global AS will:
- process the Personal Data as a Data Processor, only for the purpose of providing the Website in accordance with documented instructions from You (provided that such instructions are commensurate with the functionalities of the Website), and as may subsequently be agreed to by You. If Pesec Global AS is required by law to Process the Personal Data for any other purpose, Pesec Global AS will provide You with prior notice of this requirement, unless Pesec Global AS is prohibited by law from providing such notice;
- notify You if, in Pesec Global AS’s opinion, Your instruction for the processing of Personal Data infringes applicable Data Protection Legislation;
- notify You promptly, to the extent permitted by law, upon receiving an inquiry or complaint from You or a Supervisory Authority relating to Pesec Global AS’s Processing of the Personal Data;
- implement and maintain appropriate technical and organisational measures to protect the Personal Data against unauthorised or unlawful processing and against accidental loss, destruction, damage, theft, alteration or disclosure. These measures shall be appropriate to the harm which might result from any unauthorised or unlawful processing, accidental loss, destruction, damage or theft of Personal Data and appropriate to the nature of the Personal Data which is to be protected;
- provide You, upon request, with up-to-date attestations, reports or extracts thereof where available from a source charged with auditing Pesec Global AS’s data protection practices (e.g. external auditors, internal audit, data protection auditors), or suitable certifications, to enable You to assess compliance with the terms of this Privacy Policy;
- notify You promptly upon becoming aware of and confirming any accidental, unauthorised, or unlawful processing of, disclosure of, or access to the Personal Data;
- ensure that its personnel who access the Personal Data are subject to confidentiality obligations that restrict their ability to disclose the Personal Data; and
- upon termination of the Terms, Pesec Global AS will promptly initiate its purge process to delete or anonymise the Personal Data. If You request a copy of such Personal Data within 60 days of termination, Pesec Global AS will provide You with a copy of such Personal Data.
[Back to table of contents](#tableofcontents)
## 18 International Transfer Of The Personal Data of EU Citizens
In this Section, We provide information about the circumstances in which Personal Data of citizens of the European Union may be transferred to countries outside the European Economic Area (EEA).
We have offices and facilities in Norway.The European Commission has made an "adequacy decision" with respect to the data protection laws of Norway. Transfers to Norway will be protected by appropriate safeguards, namely the use of standard data protection clauses adopted or approved by the European Commission. A copy of the use of standard protection clauses adopted or approved by the European Commission can be obtained through: [ec.europa.eu](https://ec.europa.eu/info/law/law-topic/data-protection/international-dimension-data-protection/standard-contractual-clauses-scc%5Fen?ref=pesec.no)
The hosting facilities for Our Website are situated in . The European Commission has made an "adequacy decision" with respect to the data protection laws of . Transfers to will be protected by appropriate safeguards, namely the use of standard data protection clauses adopted or approved by the European Commission. A copy of the use of standard protection clauses adopted or approved by the European Commission can be obtained through: [ec.europa.eu](https://ec.europa.eu/info/law/law-topic/data-protection/international-dimension-data-protection/standard-contractual-clauses-scc%5Fen?ref=pesec.no)
You acknowledge that Personal Data that You submit for publication through Our Website or Services may be available, via the internet, around the world. We cannot prevent the use (or misuse) of such Personal Data by others.
The legal basis for this processing is Our legitimate interests, namely the proper administration of Our Website and business and communications with users.
[Back to table of contents](#tableofcontents)
## 19 Your Choices
In general, if You register on the Website, You may update the information You have provided to Us.
When You register on the Website, You may be able to indicate Your preferences regarding marketing communications. You may be able to change those preferences and select the categories of communications that interest You.
You will not be able to opt-out of receiving certain service-related or transactional communications relating to the Website unless You cancel Your registration or subscription.
Even after Your account is cancelled, We may retain Your information for the purposes set forth in this Privacy Policy.
[Back to table of contents](#tableofcontents)
## 20 Your Right to Access
We provide You with reasonable access to the Personal Data that You may provide through the Website.
[Back to table of contents](#tableofcontents)
## 21 Your Right to Withdraw Consent
At any time, You may legitimately object to the processing of Your Personal Data, except if otherwise provided by applicable law. You may decline to share certain Personal Data with Us, in which case We may not be able to provide to You some of the features and functionality of the Website.
[Back to table of contents](#tableofcontents)
## 22 Your Right to Update, Correct or Delete
You may update, correct, or delete Your Account Data and preferences at any time by accessing Your Account settings page on the Website. If You wish to access or amend any other Personal Data We hold about You, or to request that We delete any information about You that We have obtained from an Integrated Service, You may contact Us. Please note that while any changes You make will be reflected in active user databases instantly or within a reasonable period of time, We may retain all information You submit for backups, archiving, prevention of fraud and abuse, analytics, satisfaction of legal obligations, or where We otherwise reasonably believe that We have a legitimate reason to do so.
We will however retain Your information needed for administrative and transactional communications.
[Back to table of contents](#tableofcontents)
## 23 California Privacy Rights
If You are a California resident, California Civil Code Section 1798.83 permits You to request and obtain from We, information regarding the disclosure of Your Personal Data to the third parties for direct marketing purposes in the preceding calendar year, free of charge, once a year.
We do not share Your Personal Data with third parties for those parties' direct marketing use. For more information about Our privacy and data collection policies, You may wish to review Our Privacy Policy.
California residents, who are under 18 and are registered users of We, are allowed to request and have removed, any content or information that they have posted publicly. However, in cases where the law does not require or allow the removal of information, this may not be applicable. This is under California Business and Professions Code Section 22581.
**California Do Not Track Disclosure:** We do not track the personally identifying information of Our users and visitors over time and across third party websites to provide targeted advertising. We respond to Do Not Track (DNT) signals. However, some other third-party websites do keep track of Your browsing activities so that they can tailor the information or advertising they present to You. If You wish to opt out of this tracking, You can enable privacy settings in Your browser.
[Back to table of contents](#tableofcontents)
## 24 No Personal Data From Children
We do not knowingly collect Personal Data from children under 13 years of age in the USA or 16 years of age in the European Union. The Website is not directed to children under the age of 13 in the USA or 16 in the European Union. We will not knowingly allow children under 13 in the USA or 16 in the European Union to register for or become users of the Website.
If You are under 13 in the USA or 16 in the European Union years of age, You should not provide Personal Data to Us.
If We discover that a child under the age of 13 in the USA or 16 in the European Union has provided Us with Personal Data and We do not have parental consent, We will immediately delete that child’s information.
[Back to table of contents](#tableofcontents)
## 25 Cookie Policy
A cookie is a file containing an identifier (a string of letters and numbers) that is sent by a web server to a web browser and is stored by the browser. The identifier is then sent back to the server each time the browser requests a page from the server.
Cookies may be either "persistent" cookies or "session" cookies: a persistent cookie will be stored by a web browser and will remain valid until its set expiry date, unless deleted by the user before the expiry date; a session cookie, on the other hand, will expire at the end of the user session, when the web browser is closed.
Cookies do not typically contain any information that personally identifies a user, but Personal Data that We store about You may be linked to the information stored in and obtained from cookies.
### 25.1 Cookie We Use
#### Session Cookies
These are temporary cookies that contain no expiration date and are deleted after the users browser is closed. You will be required to log in again at the next session, where you will be treated as a new user
**Session cookies examples:** Shopping cart, remembering previous actions, managing and passing security tokens, multimedia content player session cookies, load balancing session cookies and third party social content plug in sharing cookies
#### Persistent Cookies
These are cookies which are saved in your browser until they are deleted by the you or are deleted by your browser after they reach their expiration date.
**Persistent cookies examples:** Authentication, language selection, theme selection, favorites, internal site bookmarks, menu preferences, address and payment information.
#### Functionality Cookies
Functionality cookies allow us to remember choices that have been made by you in order to create an experience that’s made to fit. These cookies safely store authentication and identification information, for example your language selection or region.
#### Performance Cookies
Performance cookies allow us to collect information, such as the most used pages or error messages, in order to understand how you use our website and enable us to create a better user experience. All information collected by performance cookies in anonymous.
### 25.2 Purpose Of Using Cookies
**Authentication** \- We use cookies to identify You when You visit Our Website and as You navigate Our Website;
**Status** \- We use cookies to help Us determine if You are logged into Our Website;
**Personalization** \- We use cookies to store information about Your preferences and to personalize the Website for You;
**Security** \- We use cookies as an element of the security measures used to protect user accounts, including preventing fraudulent use of login credentials, and to protect Our Website and Services generally;
**Analysis** \- We use cookies to help Us to analyze the use and performance of Our Website and Services;
**Cookie Consent** \- We use cookies to store Your preferences in relation to the use of cookies more generally.
### 25.3 Cookies Used by Our Service Providers
Our service providers use cookies and those cookies may be stored on Your computer when You visit Our Website.
**Google Analytics**. We use Google Analytics to analyse the use of Our Website. Google Analytics gathers information about Website use by means of cookies. The information gathered relating to Our Website is used to create reports about the use of Our Website. Google's privacy policy is available at: [https://www.google.com/policies/privacy/](https://www.google.com/policies/privacy/?ref=pesec.no).
### 25.4 Managing Cookies
You can disable cookie tracking by visiting the following link: [https://optout.aboutads.info/?c=2&lang=EN](https://optout.aboutads.info/?c=2&lang=EN&ref=pesec.no)
[Back to table of contents](#tableofcontents)
## 26 Links To Or From Another Website
The Website may contain links to other sites operated by Our affiliates or third parties. Please be advised that the practices described in this Privacy Policy do not apply to information gathered through these other sites. We are not responsible for the actions and privacy policies of third parties and other sites.
[Back to table of contents](#tableofcontents)
## 27 Public Areas
Please remember that any information You share in public areas, such as message boards or feedback sections, becomes public and anyone may take and use that information. Please be careful about what You disclose and do not post any Personal Data that You expect to keep private. Please consult the applicable guidelines, if any, for use of Our chat rooms and other community areas for more information.
[Back to table of contents](#tableofcontents)
## 28 Interest Based Advertising
To help ensure that You receive ads that are relevant to Your interests on the Website, Our advertisers’ services, and elsewhere on the Internet, We and third parties (including service providers, advertisers, and advertising companies) may collect information about Your online activities over time and across different sites, apps, and devices. We and third parties may use that information to help understand audience segments. Advertisers may use the segments to determine the audience groups to which they wish to deliver particular ads. Through this process, We do not use information that directly identifies You.
**Opt Out**. You can opt out of receiving interest-based advertising on Your computer or laptop from some companies, including Us and Our service providers.
If You wish to opt out of receiving interest-based advertising on Your mobile device, please see the advertising preferences information on support.apple.com for iOS devices or support.google.com for Android devices.
Opting out does not mean You will no longer receive advertising. It means that the company or companies from which You opted out will no longer deliver ads tailored to Your web preferences and usage patterns.
[Back to table of contents](#tableofcontents)
## 29 Changes And Updates
Please revisit this page periodically to stay aware of any changes to this Privacy Policy, which We may update from time to time. If We modify the Privacy Policy, We will make it available through the Website, and indicate the date of the latest revision. Any material changes will be posted on this Website and will come into effect 30 Days after their posting.
In the event that the modifications materially alter Your rights or obligations hereunder, We will make reasonable efforts to notify You of the change. For example, We may send a message to Your email address, if We have one on file, or generate a pop-up or similar notification when You access the Website for the first time after such material changes are made. If You do not refuse the changes in writing before they become effective, this shall mean that You have consented to the Privacy Policy as changed. Your continued use of the Website after the revised Privacy Policy has become effective indicates that You have read, understood and agreed to the current version of the Privacy Policy.
[Back to table of contents](#tableofcontents)
## 30 Assignment
We may change Our ownership or corporate organisation while providing the Website and Services. We may also sell certain assets associated with the Website. As a result, please be aware that in such event, We may transfer some or all of Your information to a company acquiring all or part of Our assets or to another company with which We have merged. Under such circumstances We would, to the extent possible, require the acquiring party to follow the practices described in this Privacy Policy, as it may be amended from time to time. Nevertheless, We cannot promise that an acquiring company or the merged company will have the same privacy practices or treat Your information the same as described in this Privacy Policy.
[Back to table of contents](#tableofcontents)
## 31 Our Details
If you have questions or concerns regarding this policy or if you need to make a request please contact us at:
| **Mail:** | Pesec Global AS P.O. Box 204 Bogstadveien 0323 Oslo Norway |
| ----------- | ---------------------------------------------------------- |
| **E-mail:** | post@pesec.no |
[Back to table of contents](#tableofcontents)
### Terms and Conditions
URL: https://www.pesec.no/terms/
Last updated: 2021-11-23T09:16:07.000Z
## Introduction
Welcome to www.pesec.no/ (the "Website").
These Terms and Conditions ("Agreement") are a legal agreement that explain the terms and conditions that all visitors, users, clients and customers ("You", or "Your") must comply with when using the Website. By using the Website, You agree to abide by all of the terms and conditions in this Agreement.
This Agreements incorporates Our [Privacy Policy](https://www.pesec.no/privacy/) and Disclaimer.
These Terms and Conditions outline the rules and regulations for the use of www.pesec.no/. **PLEASE READ THIS AGREEMENT CAREFULLY because it affects Your rights and liabilities under the law. By using or accessing the Website, You confirm that You have read and agreed to be bound by this Agreement. If You do not agree with this Agreement, You cannot use or access the Website.**
These Terms and conditions are governed by the law of Norway
## Contents
Click below to jump to any section
1. [**Definitions**](#definitions)
2. [**User Rights and Responsibility**](#userrightsresponsibilities)
1. [Acceptable use](#userrightsresponsibilities-1)
2. [Prohibited Use](#userrightsresponsibilities-2)
3. [**Our Content**](#ourcontent)
4. [**Trademarks/ No Endorsement**](#contenttrademarks)
5. [**Right To Takedown Content**](#usertakedown)
6. [**Your Account**](#youraccount)
7. [**Ecommerce**](#ecommerce)
1. [Billing](#ecommerce-1)
2. [Refunds](#ecommerce-2)
8. [**Website Information**](#websiteinformation)
9. [**Security**](#security)
10. [**Links to this Website**](#linksTo)
11. [**Third Party Links**](#linksFrom)
12. [**Intellectual Property Rights**](#intellectual)
13. [**Copyright Notice**](#copyright)
14. [**Disclaimers**](#disclaimer)
15. [**Limitation of Liability**](#liability)
16. [**Indemnity**](#indemnity)
17. [**Release**](#release)
18. [**Communication**](#comms)
19. [**Dispute Resolution and Arbitration**](#disputes)
20. [**Termination**](#termination)
21. [**Consequences of Termination or Expiration**](#terminationconsequences)
22. [**Revisions**](#revisions)
23. [**Force Majeure**](#forceMajeure)
24. [**Minimum Age Requirements**](#minimumagerequirements)
25. [**General**](#general)
26. [**User Feedback**](#userfeedback)
27. [**Notice for California Users**](#californiausers)
28. [**Contact Us**](#contactus)
## 1 Definitions
The following terminology applies to these Terms and Conditions, Privacy Statement and Disclaimer Notice and any or all agreements:
"**Account**" refers to the account that You have to create in the Website to log in, use, and access some parts of the Website.
"**Company**," "**Us**," "**We**," and "**Our**" refers to Pesec Global AS.
"**Content**" is the information displayed at the Website including without limitation text, data, code, images, photographs, graphics, software, designs and any other materials that are available at the Website.
"**Goods**" means all goods that We supply and make available to You as detailed in the Invoice.
"**Invoice**" is a list of the Goods sent or the Services We provide to You, detailing individual amounts of Goods or Services plus a sum total.
"**Party**" refer to either You, or Us, or any other party to this Agreement. "**Parties**" refer to both You and Us.
"**Services**" refer to any work We perform for You.
"**Supply**" means to provide the Goods or Services as per the Invoice.
"**You**" and "**Your**" refer to the visitor, user, client, customer or person accessing the Website and thus accepting this Agreement.
[Back to table of contents](#tableofcontents)
## 2 User Rights and Responsibility
### 2.1 Acceptable use
- Pesec Global AS will not be held liable should the website be unavailable for any amount of time.
- You are responsible for the safety and confidentiality of your passwords and usernames. Pesec Global AS has the right to terminate or suspend your username and password should we suspect non compliance by you.
- You will not use any meta tags or any other "hidden text" utilizing Our name or trademarks without Our express written consent.
- The Website and/or any portion of the Website may not be reproduced, sold, resold, visited or otherwise exploited for any commercial purpose without Our express written consent.
- Your use and access of the Website does not include any right of resale or commercial use of the Website or its Contents; any collection and use of any product listings, descriptions, or prices; any derivative use of the Website or its Contents; any downloading or copying of account information for the benefit of another merchant; or any use of data mining, robots, or similar data gathering and extraction tools.
- You must use our website for lawful purposes only.
- We encourage a free and open exchange of ideas in a climate of mutual respect. Any action by a user that infringes on another user's right to use and enjoy the Website is prohibited. We reserve the right, but do not assume any obligation, to monitor Your online conduct to enforce this Agreement.
### 2.2 Prohibited Use
While using our service the following terms must be adhered to:
- to transmit or send unsolicited or unauthorized advertising or promotional material in any form.
- Disrupt or attempt to disrupt Our servers in any way that could cause harm to the Website.
- Distribute any material that contains software viruses or any other computer code, files, or programs that are designed or intended to: (a) disrupt, damage, or limit the functioning of the Website, any software, hardware, or telecommunications equipment used in connection therewith; or (b) damage or obtain unauthorized access to any data or other information of any third party.
- Harass, abuse, threaten or incite violence towards any individual or group.
- in any way that breaks or breaches applicable local, national or international laws or regulations.
- in any way which is fraudulent or unlawful.
- Hold Yourself out as sponsored by, endorsed by, or affiliated with Us or the Website.
- Interfere with any other person's use of or the proper functioning of the Website.
- Misrepresent Your identity or impersonate any person.
- Modify, translate, adapt, edit, decompile, disassemble, or reverse engineer any software programs used by Us.
- Provide any information that is false, misleading or inaccurate.
- Use any portion of the Website for any unlawful purpose or otherwise fail to comply with all applicable domestic and international laws, statutes, ordinances and regulations.
- Use any portion of the Website for uploading, posting, e-mailing, transmitting or otherwise making available User Content that infringes any patent, trademark, trade secret, copyright or other proprietary rights of any party.
- Use any portion of the Website for uploading, posting, e-mailing, transmitting or otherwise making available User Content that is harmful to minors in any way, harassing, harmful, threatening, abusive, vulgar, obscene, defamatory, libelous, hateful, or racially, ethnically or otherwise objectionable.
- Use any portion of the Website for uploading, posting, e-mailing, transmitting or otherwise making available junk mail, commercial advertisements, or any other form of commercial solicitation.
- Violate the privacy of any third party, this includes, but is not confined to, posting personal information about another person or entity without consent.
[Back to table of contents](#tableofcontents)
## 3 Our Content
Except for User Content as defined in User Content clause below, all of the content featured or displayed on the Website, including, without limitation, text, graphics, photographs, images, moving images, sound, and illustrations ("Our Content"), are owned by Us, Our licensors, vendors, agents and/or Our content providers. All elements of the Website, including without limitation the general design and Our Content, are protected by trade dress, copyright, moral rights, trademark and other laws relating to intellectual property rights.
The Website, Our Content and all related rights shall remain Our exclusive property or of Our licensors unless otherwise expressly agreed.
You will not remove any copyright, trademark or other proprietary notices from material found on the Website.
Except as may be otherwise indicated in specific documents within the Website or as permitted by copyright law, You are authorised to view, play, print and download copyrighted documents, audio and video found on Our Website for personal, informational, and noncommercial purposes only.
Except as permitted by copyright law, You may not modify any of the materials and You may not copy, distribute, transmit, display, perform, reproduce, publish, license, create derivative works from, transfer or sell any information or work contained on the Website.
[Back to table of contents](#tableofcontents)
## 4 Trademarks/ No Endorsement
All of Our trademarks, service marks and trade names used herein (including but not limited to: the Pesec Global AS name, Pesec Global AS logo, the Website name, the Website design, and any logos) (collectively "Marks") are Our trademarks or registered trademarks or of Our affiliates, partners, vendors or licensors. You may not use, copy, reproduce, republish, upload, post, transmit, distribute, or modify Our trademarks in any way, including in advertising or publicity pertaining to distribution of materials on the Website, without Our prior written consent. The use of Our trademarks on any other site or network computer environment is not allowed. We prohibit the use of Our trademarks as a "hot" link on or to any other site, unless We have approved in advance the establishment of such a link. You shall not use Our name or any language, pictures or symbols which could, in Our judgment, imply Our endorsement in any (i) written or oral advertising or presentation, or (ii) brochure, newsletter, book, or other written material of whatever nature, without prior written consent.
[Back to table of contents](#tableofcontents)
## 5 Right To Takedown Content
You shall remain solely responsible for Your User Content and We shall have no obligation to prescreen any such content. However, We shall have the right in Our sole discretion to edit, refuse to post, or remove any material submitted to or posted on the Website at any time without notice. Without limiting the foregoing, We shall have the right to remove any material that We find to be in violation of the provisions hereof or otherwise objectionable, and the additional right to deny any User who fails to conform to any provision of this Agreement access to the Website.
If You wish to remove Your User Content from the Website, please send Us an email to post@pesec.no. We will remove Your User Content within 10 business days of receiving Your request. However, We may retain copies of Your User Content, not accessible to the public, on Our backup servers even after You request removal.
[Back to table of contents](#tableofcontents)
## 6 Your Account
In consideration of Your use of the Website, You will:
- provide true, accurate, current and complete information about Yourself as prompted by the Website's registration page (such information being the “**Account Data**”); and
- maintain and promptly update the Account Data to keep it true, accurate, current and complete.
You are entirely responsible for the security and confidentiality of Your password and Account. You will not share Your Account Data or Your username and password with any third party or permit any third party to login to the Website using Your Account Data. Furthermore, You are entirely responsible for any and all activities that occur under Your Account. You are responsible for taking precautions and providing security measures best suited for Your situation and intended use of the Services and Website.
You agree to immediately notify Us of any unauthorised use of Your Account or any other breach of security of which You become aware.
The Website may also include a tool that allows You to sign in or register using information from Your accounts in third party services, such as Facebook, Twitter, Google, Yahoo, or LinkedIn. These third-party services are not related to the Website, and Your use of such third-party services is subject to the terms and policies of those services.
For more information on how We collect, store, use, and share Your Account Data, please check Our [Privacy Policy](https://www.pesec.no/privacy/)
[Back to table of contents](#tableofcontents)
## 7 Ecommerce
### 7.1 Billing
We have engaged the services of Stripe (“**Payment Processor**”) to collect and manage Your payments. You acknowledge and agree that the Payment Processor will perform the following for Us:
- credit and background verification of Our potential customers
- access updated payment reports;
- credit administration, management and collection;
- legal assistance in credit recovery;
- assessment of Our customers’ dependability; and
- receive, facilitate and assign Your credit that is due to Us;
The Payment Processor is responsible and We shall not be liable for any matter in connection with the processing of Your payments.
You agree to notify Us or the Payment Processor about any billing problems or discrepancies within 60 days after they first appear on Your Account statement. If You do not do so within 60 days, You agree that You waive Your right to dispute such problems or discrepancies.
We may partner with and use other third party payment service providers to handle all payments. We will notify You of such change by e-mail not less than 30 days before it takes effect.
### 7.2 Refunds
Amounts payable under this Agreement are **non-refundable**.
No refunds shall be granted for discounts, vouchers, or coupons availed as part of the Service.
[Back to table of contents](#tableofcontents)
## 8 Website Information
We attempt to ensure that information on the Website is complete, accurate and current. Despite Our efforts, the information on the Website may occasionally be inaccurate, incomplete or out of date. We make no representation as to the completeness, accuracy or currency of any information on the Website.
Through Your use of the Website, You may be exposed to content that You may find offensive, objectionable, harmful, inaccurate or deceptive. By using Our Website, You assume all associated risks.
[Back to table of contents](#tableofcontents)
## 9 Security
Information provided by you through www.pesec.no/ is stored on a secured private server. While we have taken reasonable precautions to protect your personal information, no security system is impenetrable and we cannot guarantee the security of information that you provide to us via the Internet, through our Website, through online ordering, or in databases stored on our servers.
Our online ordering functionality employs Secure Sockets Layer (SSL) software, the industry standard and among the best software available today for secure commerce transactions. It encrypts all of your personal information. Please see our [Privacy Policy](https://www.pesec.no/privacy/) for full details on security.
[Back to table of contents](#tableofcontents)
## 10 Links to this Website
Running or displaying the Website or any information or material displayed on the Website in frames or through similar means on another site without Our prior written permission is prohibited.
We grant You a nonexclusive right to display at Your site any link that would permit any user to go from Your site to Our Website. You obtain no rights other than the right to link to Our Website. Further, We do not guarantee, approve, or endorse the information or products available on Your site.
You agree to not use and display the links in such a manner that is misleading, defamatory, infringing, libellous, disparaging, obscene, or otherwise objectionable to Us. You agree to not use the links in any manner that is likely to reduce, diminish or damage the goodwill, value or reputation associated with Us. You warrant that Your site does not include any material, and does not contain links to sites displaying any material, which is harmful, pornographic, abusive, hateful, obscene threatening, defamatory, or which encourages illegal activity. Upon notice from Us, You shall promptly remove the links.
If Your wish to obtain written consent from Us, please contact us using our [contact page](https://www.pesec.no/contact/)
[Back to table of contents](#tableofcontents)
## 11 Third Party Links
From time to time, the Website may contain links to sites that We and Our affiliates do not own, operate nor control. All such links are provided solely for Your convenience. If You use these links, You will leave the Website. Neither We nor any of Our respective affiliates are responsible for any content, material or other information located on or accessible from any other site. Neither We nor any of Our respective affiliates endorse, guarantee, or make any representations or warranties regarding any other site, or any content, materials or other information located or accessible from any other site, or the results that You may obtain from using any other site.
We do not control, endorse, sponsor or approve of the third parties or their content not do We take any responsibility for any aspect of these websites or their content. If You decide to access any other site linked to or from this Website, You do so entirely at Your own risk. You agree to be aware when You leave the Website and to read the privacy statements of these sites. You will evaluate the security and trustworthiness of any site connected to or accessed through the Website before disclosing any personal information to them. We do not accept any responsibility for any loss or damage in whatever manner, howsoever caused, resulting from Your disclosure of personal information to those third-party sites.
[Back to table of contents](#tableofcontents)
## 12 Intellectual Property Rights
We claim copyright and all other intellectual property rights to all the material on the Website, including, but not limited to the words, information, graphics, designs, logos, trademarks, photographs, icons, drawings and text.
Our intellectual property is protected under copyright, trademark and other intellectual property laws.
As part of this Agreement, You agree to not reproduce, distribute, sell, publish or broadcast any of the material found on this Website without Our prior written consent.
[Back to table of contents](#tableofcontents)
## 13 Copyright Notice
All Website design, graphics, text selections, arrangements, and all software are of Copyright © 2021, Pesec Global AS or its licensors. ALL RIGHTS RESERVED.
[Back to table of contents](#tableofcontents)
## 14 Disclaimers
**YOUR USE OF THE WEBSITE IS AT YOUR OWN RISK. THE INFORMATION, MATERIALS AND SERVICES PROVIDED ON OR THROUGH THE WEBSITE ARE PROVIDED AS IS WITHOUT ANY WARRANTIES OF ANY KIND INCLUDING WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, SECURITY OR NON-INFRINGEMENT OF INTELLECTUAL PROPERTY. NEITHER WE NOR ANY OF OUR AFFILIATES WARRANT THE ACCURACY OR COMPLETENESS OF THE INFORMATION, MATERIALS OR SERVICES PROVIDED ON OR THROUGH THE WEBSITE. THE INFORMATION, MATERIALS AND SERVICES PROVIDED ON OR THROUGH THE WEBSITE MAY BE OUT OF DATE, AND NEITHER US, NOR ANY OF OUR AFFILIATES MAKE ANY COMMITMENT OR ASSUME ANY DUTY TO UPDATE SUCH INFORMATION, MATERIALS OR SERVICES. THE FOREGOING EXCLUSIONS OF IMPLIED WARRANTIES DO NOT APPLY TO THE EXTENT PROHIBITED BY LAW. PLEASE REFER TO YOUR LOCAL LAWS FOR ANY SUCH PROHIBITIONS.**
**NO ADVICE OR INFORMATION, WHETHER ORAL OR WRITTEN, OBTAINED FROM THE WEBSITE OR THROUGH OUR SERVICES WILL CREATE ANY WARRANTY NOT EXPRESSLY MADE HEREIN.**
[Back to table of contents](#tableofcontents)
## 15 Limitation of Liability
We do not assume any responsibility, or will be liable, for any damages to, or any viruses that may infect Your computer, telecommunication equipment, or other property caused by or arising from Your access to, use of, or browsing the Website, or Your downloading of any information or materials from this Website. **IN NO EVENT WILL WE, OR ANY OF OUR OFFICERS, DIRECTORS, EMPLOYEES, SHAREHOLDERS, AFFILIATES, AGENTS, SUCCESSORS OR ASSIGNS, NOR ANY PARTY INVOLVED IN THE CREATION, PRODUCTION OR TRANSMISSION OF THE WEBSITE, BE LIABLE TO YOU OR ANYONE ELSE FOR ANY INDIRECT, SPECIAL, PUNITIVE, INCIDENTAL OR CONSEQUENTIAL DAMAGES (INCLUDING, WITHOUT LIMITATION, THOSE RESULTING FROM LOST PROFITS, LOST DATA OR BUSINESS INTERRUPTION) ARISING OUT OF THE USE, INABILITY TO USE, OR THE RESULTS OF USE OF THE WEBSITE, ANY WEBSITES LINKED TO THE WEBSITE, OR THE MATERIALS, INFORMATION OR SERVICES CONTAINED ON ANY OR ALL SUCH WEBSITE, WHETHER BASED ON WARRANTY, CONTRACT, TORT OR ANY OTHER LEGAL THEORY AND WHETHER OR NOT ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. YOU SPECIFICALLY ACKNOWLEDGE THAT WE SHALL NOT BE LIABLE FOR USER SUBMISSIONS OR THE DEFAMATORY, OFFENSIVE, OR ILLEGAL CONDUCT OF ANY THIRD PARTY, AND THAT THE RISK OF HARM OR DAMAGE FROM THE FOREGOING RESTS ENTIRELY WITH YOU. THE FOREGOING LIMITATIONS OF LIABILITY DO NOT APPLY TO THE EXTENT PROHIBITED BY LAW. PLEASE REFER TO YOUR LOCAL LAWS FOR ANY SUCH PROHIBITIONS.**
**IN THE EVENT OF ANY PROBLEM WITH THE WEBSITE OR ANY CONTENT, YOU AGREE THAT YOUR SOLE REMEDY IS TO CEASE USING THE WEBSITE. IN THE EVENT OF ANY PROBLEM WITH THE PRODUCTS OR SERVICES THAT YOU HAVE PURCHASED ON OR THROUGH THE WEBSITE, YOU AGREE THAT YOUR SOLE REMEDY, IF ANY, IS FROM THE MANUFACTURER OF SUCH PRODUCTS OR SUPPLIER OF SUCH SERVICES, IN ACCORDANCE WITH SUCH MANUFACTURER'S OR SUPPLIER'S WARRANTY, OR TO SEEK A RETURN AND REFUND FOR SUCH PRODUCT OR SERVICES IN ACCORDANCE WITH THE RETURNS AND REFUNDS POLICIES POSTED ON THE WEBSITE. IN NO EVENT SHALL OUR TOTAL LIABILITY TO YOU FOR ALL DAMAGES, LOSSES, AND CAUSES OF ACTION WHETHER IN CONTRACT, TORT (INCLUDING, BUT NOT LIMITED TO, NEGLIGENCE), OR OTHERWISE EXCEED THE GREATER OF (A) ONE THOUSAND NORWEGIAN KRONER (1000 kr) OR (B) THE VALUE OF YOUR SUBSCRIPTION OR PURCHASE MADE ON THE WEBSITE.**
[Back to table of contents](#tableofcontents)
## 16 Indemnity
You agree to defend, indemnify and hold Us and any of Our affiliated company or individual harmless from any and all liabilities, costs, and expenses, including reasonable attorneys’ fees, related to or in connection with (a) the use of the Website or the internet or Your placement or transmission of any message or information on this Website by You or Your authorised users; (b) Your violation of any term of this Agreement, including without limitation, Your breach of any of the Representations and Warranties above; (c) Your violation of any third party right, including without limitation any right of privacy, publicity rights or Intellectual Property Rights; (d) Your violation of any law, rule or regulation of Norway or any other country; (e) any claim or damages that arise as a result of any User Content that You provide to Us; or (f) any other party’s access and use of the Website with Your unique username, password or other appropriate security code.
[Back to table of contents](#tableofcontents)
## 17 Release
In the event that You have a dispute with one or more other visitors, users, customers, or clients of the Website, You release Us (and Our officers, directors, agents, subsidiaries, joint ventures and employees) from claims, demands and damages (actual and consequential) of every kind and nature, known and unknown, suspected and unsuspected, disclosed and undisclosed, arising out of or in any way connected with such disputes.
[Back to table of contents](#tableofcontents)
## 18 Communication
We reserve the right to send You an electronic mail for the purpose of informing You of changes or additions to the Website or this Agreement.
Except as disclosed in Our [Privacy Policy](https://www.pesec.no/privacy/), We will not monitor, edit, or disclose the contents of Your e-mail, unless required in the course of normal maintenance of the Website and its systems, or unless required to do so by law or in the good-faith belief that such action is necessary to: (a) comply with the law or comply with legal process served on Us or the Website; (b) protect and defend Our rights or property of, the Website, or the users of the Website; or (c) act in an emergency to protect the personal safety of Our guests, the Website, or the public.
[Back to table of contents](#tableofcontents)
## 19 Dispute Resolution and Arbitration
You and We agree to the following dispute resolution process for any legal controversy or legal claim arising out of or relating to this Agreement, the Website, any subscription to the Website or any other aspect of Our relationship (“**Subject Legal Claim**”).
To help resolve any issues between Us promptly and directly, You and We agree to begin any arbitration within 15 days after a Subject Legal Claim arises; otherwise, the Subject Legal Claim is waived.
In an attempt to find the quickest and most efficient resolution of Our issues, You and We agree to first discuss any issue informally for at least 15 days. To do that, please send Your full name and contact information, Your concern and Your proposed solution by email to Us at post@pesec.no. If We should need to discuss an issue with You, We will contact You using the email or mailing address on Your Account.
If We do not reach an agreed upon solution after Our discussions for at least 15 days, You and We agree that any Subject Legal Claim that either of Us may have must be resolved through binding individual arbitration in Norway.
There are two limited exceptions to this Dispute Resolution and Arbitration provision: (a) either Party may pursue in small claims court any action that is within that jurisdiction, as long as the case proceeds on an individual basis only; (b) either Party may seek to enforce its patents, trademarks, copyrights or trade secrets in an appropriate state or federal court.
You and Us also agree to arbitrate in each of Our individual capacities only, not as a representative or member of a class, and each of Us expressly waives any right to file a class action or seek relief on a class basis.
[Back to table of contents](#tableofcontents)
## 20 Termination
We may terminate this Agreement:
- for any or no reason during any free use of the Websites or Services;
- if You breach any of the terms of this Agreement, and that breach is not remediable;
- if You breach any of these terms of this Agreement and that breach is not remedied within 0 of receiving written notice of the breach;
- if You have failed to pay any due charges by the stated date.
We may also block Your access to Our Website in the event that:
- You breach this Agreement;
- We are unable to verify or authenticate any information You provide to Us; or
- We believe that Your actions may cause financial loss or legal liability for You, Our users or Us.
You may terminate Your use of the Website or the Services by contacting Us through our contact details in this policy. The termination request will be subject to Our verification of Your ownership of the Account.
In terminating Your Account, You shall be liable to pay all fees and charges that have accrued up until the termination takes place. You are personally liable for any orders placed or charges incurred through Your Account prior to termination.
Either Party may terminate the Agreement:
Upon 0 days' written notice to the other party of a material breach, if such breach remains uncured at the expiration of such period;
If the other party becomes the subject of petition in bankruptcy or any proceeding relating to insolvency, receivership, liquidation or assignment for the benefit of creditors.
[Back to table of contents](#tableofcontents)
## 21 Consequences of Termination or Expiration
Upon the effective date of termination or expiration of this Agreement:
- All rights, Subscriptions and licenses granted to You shall be terminated immediately.
- You will immediately cease use of and/or access to the Account, Website, and the Services.
- We will suspend or terminate Your access to the Website and Services.
- We will suspend or terminate access to any or all of the data to the extent permitted by law
The termination or expiry of this Agreement shall not affect any of Our accrued rights and liabilities at any time up until the date of termination.
[Back to table of contents](#tableofcontents)
## 22 Revisions
This Agreement is subject to Our revision and changes from time to time. Your continued use of the Website after the revision and changes will mean that You agree, without qualification, to the revised Agreement.
If You are not a registered Subscriber of the Website, then You can review revisions to this Agreement by regularly checking this page.
Material revisions to this Agreement will be indicated by an updated effective date at the top left corner of this page and by a notice posted on the homepage of the Website.
It is Your responsibility to remain apprised of any revisions to this Agreement and to remain in compliance therewith.
Should You object to any such revisions to this Agreement or become dissatisfied with the Website in any way, Your only recourse is to immediately terminate Your membership or discontinue use of the Website. Otherwise, continuing to use, visit, access or use the Website after the effective date means that You agree to be bound by any and all revisions.
[Back to table of contents](#tableofcontents)
## 23 Force Majeure
We shall not be responsible for damages or for delays or failures in performance resulting from acts or occurrences beyond Our reasonable control, including, without limitation: fire, lightning, explosion, power surge or failure, water, acts of God, war, revolution, civil commotion or acts of civil or military authorities or public enemies; epidemics, pandemics; any law, order, regulation, ordinance, or requirement of any government or legal body or any representative of any such government or legal body; or labor unrest, including without limitation, strikes, slowdowns, picketing, or boycotts; inability to secure raw materials, transportation facilities, fuel or energy shortages, or acts or omissions of other common carriers.
[Back to table of contents](#tableofcontents)
## 24 Minimum Age Requirements
Our Website is not directed to children. Access to and use of Our Website is only for those who are at least at the age of **13 years in the USA** or **16 years in the European Union** or otherwise capable of entering into and performing legal agreements. If You are younger than this, You may not register for or use Our Website.
Any person who registers as a user or provides their personal information to Our Website represents that they are at least at the age of **13 years in the USA** or **16 years in the European Union** or otherwise capable of entering into and performing legal agreements.
In agreeing with this Agreement, You represent and warrant that You are at least at the age of **13 years in the USA** or **16 years in the European Union** or otherwise capable of entering into and performing legal agreements.
[Back to table of contents](#tableofcontents)
## 25 General
**Jurisdiction and Choice of Law**. Any claim relating to, and the use of, this Website and the materials contained herein is governed by the laws of the state of Norway. You consent to the exclusive jurisdiction of the state and federal courts located in Oslo, Norway.
**Entire Agreement**. This Agreement and the other agreements stipulated to be incorporated herein are the entire agreement between You and Us and supersede any prior understandings or agreements (written or oral).
A printed version of this Agreement will be admissible in judicial and administrative proceedings based upon or relating to this Agreement to the same extent and subject to the same conditions as other business documents and records originally generated and maintained in printed form.
**Severability**. If any provision of this Agreement is held to be invalid or unenforceable, such provision shall be struck and the remaining provisions shall be enforced.
**Assignment**. You agree that this Agreement and all incorporated agreements may be automatically assigned by Us in Our sole discretion. You cannot assign this Agreement without Our written consent.
**Headings**. Headings are for reference purposes only and in no way define, limit, construe or describe the scope or extent of such section.
**No Waiver**. Our failure to act with respect to Your or others’ breach does not waive Our right to act with respect to subsequent or similar breaches.
**Survival**. Clauses “Trademarks/No Endorsement”, “Advertising Rights”, “Intellectual Property Rights”, “DISCLAIMERS”, “LIMITATIONS OF LIABILITY”, “Indemnity”, “Release”, “Communications”, and “Dispute Resolution and Arbitration” shall survive any termination or expiration of this Agreement.
[Back to table of contents](#tableofcontents)
## 26 User Feedback
We welcome and encourage You to provide feedback, comments, and suggestions for improvements of the Website (“**Feedback**”). You may submit Feedback by emailing Us at post@pesec.no. You acknowledge and agree that if You submit any Feedback to Us, You hereby grant to Us a non-exclusive, worldwide, perpetual, irrevocable, fully-paid, royalty-free, sub-licensable (through several tiers) and transferable license under any and all intellectual property rights that You own or control in relation to the Feedback to use, reproduce, view, communicate to the public by any means, print, copy (whether onto hard disk or other media), edit, translate, perform and display (publicly or otherwise), distribute, redistribute, modify, adapt, make, sell, offer to sell, transmit, license, transfer, stream, broadcast, create derivative works from, and otherwise use and exploit the Feedback for any purpose.
[Back to table of contents](#tableofcontents)
## 27 Notice for California Users
Under California Civil Code Section 1789.3, California users are entitled to the following specific consumer rights notice: You may contact Us at our [contact page](https://www.pesec.no/contact/). The Complaint Assistance Unit of the Division of Consumer Services of the California Department of Consumer Affairs may be contacted in writing at 1625 N. Market Blvd., Suite S-202, Sacramento, California 95834, or by telephone at (800) 952-5210.
[Back to table of contents](#tableofcontents)
## 28 Contact Us
If You do not understand any of the foregoing terms and conditions or if You have any questions or comments, please contact Us through Pesec Global AS, post@pesec.no
[Back to table of contents](#tableofcontents)
**YOU ACKNOWLEDGE THAT YOU HAVE READ THESE TERMS, UNDERSTAND THE TERMS, AND WILL BE BOUND BY THESE TERMS. YOU FURTHER ACKNOWLEDGE THAT THESE TERMS TOGETHER WITH THE PRIVACY POLICY REPRESENT THE COMPLETE AND EXCLUSIVE STATEMENT OF THE AGREEMENT BETWEEN US AND THAT IT SUPERSEDES ANY PROPOSAL OR PRIOR AGREEMENT ORAL OR WRITTEN, AND ANY OTHER COMMUNICATIONS BETWEEN US RELATING TO THE SUBJECT MATTER OF THIS AGREEMENT.**
### Home
URL: https://www.pesec.no/home/
Last updated: 2026-05-17T07:23:56.000Z
I am **Bruno Pešec**, and I partner with **senior leaders** to drive **profitable innovation at scale**. I am a trusted advisor, global expert, and keynote speaker with proven track record.
I have worked alongside leaders to unlock **€1 billion in new revenue** and expand into **€28 billion in new market opportunities**. I would love to contribute to [**your success too**](https://www.pesec.no/services/).
In the meantime, I invite you to subscribe to access a wealth of materials on innovation, strategy, and growth, including **The Innovator's Attitude** and **The Innovation Booster** newsletters:
### Augmented Strategy
URL: https://www.pesec.no/augmented-strategy/
Last updated: 2023-12-11T05:26:13.000Z
Have you ever asked yourself...
- How can we make better business decisions?
- How can we improve our strategy and likelihood of winning in the market?
- How can we leverage all the data we have in our organisation?
- Is all data useful?
- How can we start today?
If yes, then this is the book for you.
## A practical guide to better strategic decision making
The book will equip you with:
- A pragmatic and actionable roadmap for augmenting your strategy and business decisions with the data you have.
- Practical exercises and guidance to ensure you take immediate action.
- Everything you need to start your journey towards a better strategy.
### An actionable guide
You have one task: make better decisions, faster. Therefore, we also have one task: help you make better decisions, faster. That’s why we’ve included examples, stories, and practical exercises that build on each other.
### A digestible guide
There are plenty of tomes on strategy and data. We set a hard limit of 10 000 words on ourselves. The book you hold in your hands is approximately 8 000 words long. You can complete it—including the tasks—in one sitting. In fact, you could easily finish it in a single flight.
### An evergreen guide
Strategy and data won’t be going anywhere any time soon. We’ve framed examples and exercises in a specific way, so you can do them today, a year from now, and ten years from now—and benefit from them every time.
### An experiential guide
All the advice in this book comes from two decades of experience and research, whilst working with business leaders on strategy formulation and implementation, and pushing the boundaries of artificial intelligence technologies. In short, we combine practice and theory to achieve the best possible results.
### A scalable guide
You can work through this book by yourself… Or you could include your whole team… Or your whole department… Or your whole unit… You get the point! Since the book is actionable and digestible, it can easily act as your force multiplier towards augmented strategy.
## Customer Reviews
Here are some of the early reviews:
### ⭐⭐⭐⭐⭐ · Insightful and Actionable
This book is a great read for strategists and business leaders in the digital age. The authors demonstrate how to mine data from within and outside the company and provide valuable insight on how to combine the advantage of different data types and sources. Thereby, the book is concise and aims to provide actionable advice, rather than tedious explanations.
*Reviewed by *Fabian Reck* at [Amazon.de](https://www.amazon.de/-/en/review/R1BO64WADRL6Q3/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
### ⭐⭐⭐⭐⭐ · Great book on how to augment your corporate strategy with data
The book gives a concise overview of how data can be used to make better strategic decisions for your company. It's quick and easy to read and I would recommend it to managers who are faced with the challenge how to best include data in their strategic decision-making.
*Reviewed by *Niki* at [Amazon.de](https://www.amazon.de/-/en/review/R17ZS4I7NTAEHZ/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
### ⭐⭐⭐⭐⭐ · A must-read for all business leaders - practical insights in such a short time
As business leaders one has to make decisions fast and correct - in the last years we try to base more decisions on data we collected, but had difficulties to analyse those - in the end we still made decisions on the „gut feeling“.
This book gave me practical advice how to validate, structure and evaluate the data we have and thus providing a base for precise decision-making. Especially the many use cases help a lot!! Definitely worth the time also for „data AI beginners“ like me :) enjoy the read!
*Reviewed by *L. Simon* at [Amazon.de](https://www.amazon.de/-/en/review/R5LVV59IHI1U7/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
### ⭐⭐⭐⭐⭐ · Best book to improve your business strategy
I highly recommend this book to everyone who wants to make better business decisions! I learned so much!
*Reviewed by *M* at [Amazon.de](https://www.amazon.de/-/en/review/RJKSIOWYDV2F4/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
### ⭐⭐⭐⭐⭐ · Highly recommended!
A great primer on how to use data to leverage corporate performance!
*Reviewed by *Bert* at [Amazon.de](https://www.amazon.de/-/en/review/R2PCET7CQ6YAQZ/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
### ⭐⭐⭐⭐⭐ · Mind changing book on how to make decisions
Excellent description of how to make decisions in a data-driven world.
*Reviewed by *Esther Schulz* at [Amazon.de](https://www.amazon.de/-/en/review/R127HE1D9ZZ3SY/ref=cm%5Fcr%5Fsrp%5Fd%5Frdp%5Fperm?ie=UTF8&ASIN=8269267406&ref=pesec.no) on January 22, 2022*
## About the Authors
**Bruno Pešec** helps business leaders innovate profitably, leveraging a decade of experience in various industries. **Dr. Dominik Dellermann** is the founder of vencortex©, whose Decision OS is the first and only system to augment the entire decision-making process by combining human intuition with AI. Both are martial artists.
## Now available for order on Amazon
[Amazon.com](https://www.amazon.com/dp/8269267406?ref=pesec.no) · [Amazon.co.uk](https://www.amazon.co.uk/dp/8269267406?ref=pesec.no) · [Amazon.de](https://www.amazon.de/dp/8269267406?ref=pesec.no) · [Amazon.fr](https://www.amazon.fr/dp/8269267406?ref=pesec.no) · [Amazon.es](https://www.amazon.es/dp/8269267406?ref=pesec.no) · [Amazon.it](https://www.amazon.it/dp/8269267406?ref=pesec.no) · [Amazon.co.jp](https://www.amazon.co.jp/dp/8269267406?ref=pesec.no) · [Amazon.ca](https://www.amazon.ca/dp/8269267406?ref=pesec.no) · [Amazon.com.au](https://www.amazon.com.au/dp/8269267406?ref=pesec.no)
[Order Augmented Strategy Book](https://link.pbsc.no/augmentedstrategybook?ref=pesec.no)
## Early order bonuses
Order ***before January 16, 2022 at 23:59*** and unlock massive bonus opportunities:
**Augmented Print (1 book)**
Receive a digital copy of the book in the PDF format.
**Augmented Livestream (2 books)**
Receive an invitation to a private live stream where Bruno and Dominik will teach you how to augment your strategy using the data you have right now.
**Augmented Ask (5 books)**
Bruno and Dominik will host a group discussion and answer the most commonly asked questions they received on improving strategy and business results using data and human intuition.
**Augmented Kickoff (50 books)**
Bruno and Dominik will host a private session with you, and review your augmented strategy roadmap.
**Augmented Implementation (100 books)**
In addition to the above, Bruno and Dominik will provide 90-day implementation support via email, including 3 private calls during the same period of time.
### Instructions for collecting your early order bonuses
Please send your Amazon order/receipt number, full name, and contact email to [order@betterthinkingpress.com](mailto:order@betterthinkingpress.com).
**Early order bonuses are now closed.**
Thank you to all who preordered the book!
## Order now!
[Amazon.com](https://www.amazon.com/dp/8269267406?ref=pesec.no) · [Amazon.co.uk](https://www.amazon.co.uk/dp/8269267406?ref=pesec.no) · [Amazon.de](https://www.amazon.de/dp/8269267406?ref=pesec.no) · [Amazon.fr](https://www.amazon.fr/dp/8269267406?ref=pesec.no) · [Amazon.es](https://www.amazon.es/dp/8269267406?ref=pesec.no) · [Amazon.it](https://www.amazon.it/dp/8269267406?ref=pesec.no) · [Amazon.co.jp](https://www.amazon.co.jp/dp/8269267406?ref=pesec.no) · [Amazon.ca](https://www.amazon.ca/dp/8269267406?ref=pesec.no) · [Amazon.com.au](https://www.amazon.com.au/dp/8269267406?ref=pesec.no)
[Order Augmented Strategy Book](https://link.pbsc.no/augmentedstrategybook?ref=pesec.no)
### Innovation & strategy books
URL: https://www.pesec.no/books/
Last updated: 2026-05-17T07:28:06.000Z
## Business books
### Augmented Strategy: How to combine human intuition with insights from data to make better strategic decisions, faster
An executive's guide on how to leverage data and expertise to drive business results, improve strategy, and make better high-stakes decisions—in less than 100 pages.
#### Augmented Strategy
How to combine human intuition with insights from data to make better strategic decisions, faster
[Order](https://www.pesec.no/augmented-strategy/)
### Innovation Accounting: A practical guide for measuring your innovation ecosystem's performance
I've been working with Dan Toma on cracking the code of measuring innovation in a meaningful way. Dan and Esther have collected that knowledge—and more—in this book. You will find my contributions throughout the book, but they are most prominently featured in the *Managerial innovation accounting* chapter.
#### Innovation Accounting
A practical guide for measuring your innovation ecosystem's performance
[Order](https://link.pbsc.no/iabook?ref=pesec.no)
## Academic books
### Challenging the Future with Lean
I've written a chapter on *Using Games and Simulations to Facilitate Generative Conflict*. Manuscript version available [on request](https://www.pesec.no/contact/).
#### Challenging the Future with Lean
Chapter: Using Games and Simulations to Facilitate Generative Conflict
[Order](https://doi.org/10.1007/978-3-031-63265-5%5F15?ref=pesec.no)
### Learning in the Digital Era
I've written a chapter on *Taking the Playing Lean experience online—The case of using a board game to teach Lean Startup remotely*. Manuscript version available [here](https://www.pesec.no/taking-the-playing-lean-experience-online/).
#### Learning in the Digital Era
Chapter: Taking the Playing Lean Experience Online
[Order](https://link.springer.com/chapter/10.1007%2F978-3-030-92934-3%5F30?ref=pesec.no)
### Innovation Management Masterclass London 2022
URL: https://www.pesec.no/innovation-management-masterclass-2022-london/
Last updated: 2026-02-01T09:33:24.000Z
Registrations for this year's Masterclass are closed. You can find the interest form for the 2023 edition **[here](https://link.pbsc.no/masterclass2023?ref=pesec.no)**.
I will be hosting a full day innovation management masterclass in London on November 28th, from 09:00 to 16:00.
We will address critical elements of innovation strategy, fundamentals of innovation portfolio design, select measures for innovation performance at different organisational levels, and specific implementation challenges.
This masterclass will be especially valuable to leaders and innovators who are seeking ways to navigate and exploit the current dynamic environment. Corporate innovation shouldn't be a money sink—it should create the organisation's future!
The fee for one attendee is €900\. Lunch is included. Teams welcome—if you have more than three people attending I'd be happy to offer [discounts](mailto:bruno@pesec.no?subject=Innovation%20Management%20Masterclass%3A%20Team%20discount).
*If I'm prevented from appearing I'll refund all fees 100%. If you register and decide you can't attend, you'll have a full credit up to 30 days prior. After that, no credits, since I can't afford that in terms of the learning dynamic.*
The world of today is vastly different than the one a decade ago. Succeeding with innovation requires a more dynamic and pragmatic approach than ever. Are you ready to take the leap?
#### Innovation Management Masterclass London
November 28, 2022 09:00–16:00
[Register interest for 2023](https://link.pbsc.no/masterclass2023?ref=pesec.no)
### Corporate Innovation FAQ
URL: https://www.pesec.no/corporate-innovation-faq/
Last updated: 2023-07-05T13:03:13.000Z
Over the years I've been asked many, many questions related to corporate innovation. In fact, many of my blog posts are based on practical questions I've encountered in my work.
For your convenience I've collated the most common questions, as well as their answers, below. They are *not* sorted in any specific order.
---
**Do you have a burning question about innovation?**
Send it to [bruno@pesec.no](mailto:bruno@pesec.no?subject=Corporate%20Innovation%20FAQ%3A%20YOUR%20QUESTION%20HERE%3F) and I'll answer within seven days.
---
### *What is innovation and from where does it arise?*
There are many good definitions of innovation. My preferred one is: "innovation is creating something new that creates value." "Something new" refers to it being new to the innovator and recipient, and "value" must be bi-directional, i.e. both the innovator and recipient have to benefit somehow. If it's new but has no value (at the moment), then it is an invention. If it's not new but is valuable, then it's probably some sort of improvement.
In my experience, having alignment on shared definition in your organisation is MORE important than having the "best" definition. Your R&D, sales, marketing, and other functions, will inevitably clash if they all have different views on what innovation is.
If we take a processual view of innovation, then we might say it's about transforming ideas into positive outcomes. Ideas don't materialise out of thin air. In fact, some of the best ideas appear at the intersection of personal experience and noticing something few others have. In other words, innovation arises in your context; organisation; the world you are in. It doesn't exist in a vacuum. It requires personal experience and a little bit of insight.
### *How can you make innovation easier?*
By removing what makes it difficult.
Cheekiness aside, innovation will always be uncertain (otherwise it wouldn't be innovative, right?), but there are some things you can do to make it a bit easier:
- Remember that your idea is business and vice-versa.
- Innovators innovate, customers validate.
- Understand your own product life-cycle so you can assess the maturity of your own idea. Match the work to the maturity.
- Always tackle the biggest risk first.
- First-hand data reigns supreme.
### *How do you respond to challenges brought by top managers who dismiss innovation and attack it incessantly but without valid arguments?*
1. Perhaps their arguments are valid. Innovation success rates are just horrible, and perhaps there is a history of great failures in the organisation.
2. Recognise that top managers have much to lose by supporting the "wrong" project.
3. Argue for the big picture, ask for funding for the smallest possible next step.
4. Argue for first hand-data.
5. If innovation is something you thirst for, and you did everything you could to get off multiple innovation projects of the ground, then consider leaving the organisation. Life is too short to waste it on arguing with others.
### *How to increase buy-in from leadership along the journey?*
Innovation is uncertain, therefore make sure to extract value out of everything you do.
For example, document experiment learnings well, and actively disseminate them in your organisation. Perhaps someone from another department might find them valuable.
Communicate progress regularly. Be honest. Give leadership a "real time view" of the ongoing process. Explain your decisions and what are they based on. Always be clear about the next step. Give them options to decide on. Promise them that you'll immediately inform them when the project should be stopped.
### *How I can learn to sell innovation at the company?*
In order to get attention, you will have to build trust, explain urgency, and communicate value:
- **Trust**. Who are you and why should they trust you? Where is your idea coming from?
- **Urgency**. Why this idea, now? What might happen if we don't act on it immediately? What might happen if the idea is ignored?
- **Benefit**. What would this idea mean to our business? Our customers? Our ecosystem?
You might find following two articles useful as well:
[How to ensure your corporate innovation initiative stands a chanceAlignment, communication, and commitment.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-ensure-your-corporate-innovation-initiative-stands-a-chance/)
[Get your idea funded by questioning power dynamicsHow can intrapreneurs leverage decision making, agenda setting, and management of meaning?Bruno PešecBruno Pešec](https://www.pesec.no/get-your-idea-funded-by-questioning-power-dynamics/)
### *How to educate leadership on what is really innovation (vs R&D, vs a buzzword, vs the thing to get rid of as soon as we need to cut the budget)?*
Keep repeating what innovation is and what isn't. Don't be condescending. They are most likely to positively react to an outside executive telling them the exact same thing as you did.
### *Innovation takes time; how to make deciders understand that innovation is not a cost center with no outputs?*
Create tangible outputs.
### *How to define innovation strategy in line with strategic questions/challenges?*
By answering "How will innovation contribute to this specific strategic question/objective/challenge?"
### *How can we improve collaboration in R&D and innovation across organizational boundaries?*
Few actions to try out:
- Align on shared understanding of what are R&D and innovation (one simplistic take I like is that R&D is about turning money into ideas, while innovation is about turning ideas into money).
- Illustrate / visualise end-to-end value stream(s), position where and how R&D and innovation teams/units get involved.
- Discuss areas for collaboration.
- Discuss areas of friction.
- Be patient. Be understanding. Drink plenty of water.
### *How can knowledge and learnings of innovation processes be captured to improve future activities?*
Experiment results should be documented and disseminated.
Here is a simple guide for capturing the learnings:
[On learning from Lean ExperimentsCapture, analyse, interpret, decide, document.Bruno PešecBruno Pešec](https://www.pesec.no/on-learning-from-lean-experiments/)
Regarding sharing, one thing that works really well are (voluntary) community events. Have teams share their key learning and insight. In essence, you want to get other people / teams pulling the insight, instead of you pushing it on others.
### *All innovation routes have reported mixed results for decades. Building yourself is not per se worse or better than partnering or acquiring solutions/other companies. If any road can take you there, what is the real meaning of Innovation Strategy these days?*
The real meaning of any strategy is to align your organisation behind common cause, goal, objective, direction, etc. Different roads have different challenges and requirements. Nor are all roads available to all travelers.
### *How can we create a strategy that improves innovation outcomes in a global organization considering different markets e.g. EMEA, China, India, SEA, Americas?*
1. Make sure that "how" and "where" is innovation expected to contribute is clearly outlined in the corporate strategy.
2. E.g. the group strategy document could have something like "We expect innovation initiatives to contribute to revenue growth, as well as identifying growth opportunities 5–7 years into the future. BUs are expected to invest at least X% of their budget in adjacent innovation. \[Define it.\] ..." And so on.
3. Make sure that globally agreed upon positions and values are clearly communicated and understood.
4. Then, and only then, figure out if you need a dedicated innovation strategy. If you do, and given how large the company in question seems, consider:
5. having a part that applies group wide (key roles, governance, budgeting, top objectives, etc), and
6. having sub-parts for each significant geography or value stream.
In essence, it's a balancing act between being protective steward (since innovation investment can quickly turn to waste) and being too detailed (you don't want to micromanage each BU or geography).
### *How can we make innovation teams more committed and accountable to process?*
Match commitments and accountabilities to the idea's maturity level:
[How to hold innovation teams accountable?Match expectations to the idea maturity level.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-hold-innovation-teams-accountable/)
### *How can we balance the right level of governance to increase reliability for corporate innovation without limiting the value of the innovation output*
Institute fast decision-making bodies like a [venture board](https://www.pesec.no/how-to-run-effective-corporate-venture-boards/) (not committee). Have clear innovation strategy as well as portfolio strategy so minor investment decisions can get easily approved (if at all).
### *How do we provide the space, tooling and methodologies \[for innovation\] to teams?*
Figure out what they need, and then provide it. Remember: providing access to internal resources is more important than space, tooling, or methodology.
### *How might we demonstrate the value of innovation and ROI in the short and long term?*
Investing in innovation should be worth it, as the [numbers have shown](https://thefutureshapers.com/is-investing-in-innovation-worth-it/?ref=pesec.no). Short-term value lies in generating reusable knowledge. Revenue is the long-term value.
### *How do you respond to challenges brought by top managers who dismiss innovation and attack it incessantly but without valid arguments?*
1. Perhaps their arguments are valid. Innovation success rates are just horrible, and perhaps there is a history of great failures in the organisation.
2. Recognise that top managers have much to lose by supporting the "wrong" project.
3. Argue for the big picture, ask for funding for the smallest possible next step.
4. Argue for first hand-data.
5. If innovation is something you thirst for, and you did everything you could to get off multiple innovation projects of the ground, then consider leaving the organisation. Life is too short to waste it on arguing with others.
### *How can we better decouple the idea that innovation leads to new products in our organization when really it is a mindset that should shift everything we do?*
Why would you want to decouple that? Innovation is about value creation; which in most organisation manifests as some sort of product.
### *What are the best practices in driving innovation?*
Don't approach it as a big-bang type of event. Assemble your innovation vanguard—a vertical slice of organisation—and have them take the lead. Learn from them and follow. Don't create too much distance between the "innovators" and the rest of the organisation, for that won't end well. Breakthrough innovation happens more often within a culture that [fosters everyday innovation](https://www.pesec.no/a-slice-at-a-time/).
### *How to better align innovation strategy to business goals?*
By answering "How will innovation contribute to **this** specific business goal?"
Note: use "will" not "might."
Here is some material you might find useful:
- [How to develop an innovation strategy](https://www.pesec.no/how-to-develop-an-innovation-strategy/)
- [How to introduce an innovation strategy into your company](https://www.pesec.no/how-to-introduce-an-innovation-strategy-into-your-company/)
- [How to formulate a winning innovation strategy](https://www.pesec.no/how-to-formulate-a-winning-innovation-strategy-by-bruno-pesec/)
### *How can we balance the right level of governance to increase reliability for corporate innovation without limiting the value of the innovation output?*
Institute fast decision-making bodies like a [venture board](https://www.pesec.no/how-to-run-effective-corporate-venture-boards/) (not committee). Have clear innovation strategy as well as portfolio strategy so minor investment decisions can get easily approved (if at all).
### *How might we demonstrate the value of innovation and ROI in the short and long term?*
Investing in innovation should be worth it, as the [numbers have shown](https://thefutureshapers.com/is-investing-in-innovation-worth-it/?ref=pesec.no). Short-term value lies in generating [reusable knowledge](https://www.pesec.no/creating-reusable-knowledge-how-to-design-effective-experiments/). Revenue is the long-term value.
### *How to run a successful innovation funnel?*
No secret formula yet. What has shown to work well:
- Minimal set of filter-gates (not stage-gates).
- Clear innovation strategy (if it isn't aligned it shouldn't even enter the funnel).
- One budget for the whole funnel, released piece-meal to initiatives as they progress.
- Evidence-based progress and funding.
- Healthy support to the funnel: think IT, legal, procurement, and all the functions that usually take three weeks to respond.
- Measure time between the stages.
- Measure cost between the stages.
- Assemble a venture board or something similar to make regular investment decisions.
### *How do we best balance detailed customer research with moving quickly like a startup?*
By clearly defining what is it that you need to learn in order to move forward.
### *How can I find the best areas to look for innovation solutions? How to narrow down the space from all the areas we could try to the areas most likely to be winning solutions?*
By quantifying the most desirable customer outcomes.
### *How can I determine what the 3 to 5 key areas of interest are that should be the focus for breakthrough innovation program?*
1. I'd start by looking at the core jobs your organisation addresses.
2. If that arena seems "too small" for further growth, I'd look into key supporting jobs (of those core jobs).
3. I'd stay away from defining areas of interest through technology.
### *How to put guardrails around the corporate innovation group, so we are not trying to do everything?*
By establishing a clear innovation strategy. Answering following questions might be helpful as well:
- What business objectives is innovation supposed to contribute to? How?
- What are desired outcomes and/or returns from investing in innovation?
- What arenas/fields/domains will you innovate in?
- What types of innovation will the company invest in, and whom will be responsible for each type?
- By whom and how are innovation initiatives funded?
Executive backed innovation "themes" and "challenges" make for particularly effective "guardrails."
As does a disciplined habit of saying "no."
### *How do I ensure the innovation function has critical mass to be sustainable?*
Don't act as an overzealous police officer or The Acolyte of One True Way. Be an enabler; a conduit; make your internal customers the stars of the show. Focus on the critical few people and processes, and allow others to follow.
### *How can we overcome capital, capacity and culture constraints to reliably execute projects as an ambidextrous company?*
Three C's you list are continuously contested territory.
First, secure an innovation budget (capital+capacity) that is a lump sum, and is not tied to a specific project. It should be for a specific portfolio instead.
Second, release parts of that budget to various innovation project, always funding the smallest next increment.
Third, focus on doing as you say. Makes it easier to change the culture.
### *How to make a traditional organisation realise that the world is changing fast and translate that into an appetite and urgency to undertake disruptive innovation?*
As I've written [before](https://www.pesec.no/no-thanks-im-full/):
> First, understand what are the root causes of purported "lack of appetite." Is it fear? Resignation? Contentment with current situation? Something else?
>
> Second, remember that we are social creatures. Role model the changes you wish to see. Don't just talk! Show and reward curiosity, inquisitiveness, iterativeness, and so on.
>
> Third, don't gatekeep innovation. Allow everybody to experience the joy that comes from creating something new and valuable.
>
> And finally, be ready to accept that different organisations have different diets.
### *How can we better communicate success of innovation initiatives?*
Internal community events.
Focus on sharing insight (esp. regarding customer needs), ideally in the following three categories:
- *New*: something we didn't know before.
- *Reinforced*: something we knew, that hasn't changed.
- *Changed*: something we knew, that has changed.
Make sure that the event is interactive, e.g. invite those present to think how could the shared insight be used in other parts of the organisation and so on.
Another venue is intranet—make short posts describing the project, key learnings and results.
Collate the same into a one to two page document and make it easily available to other employees.
Help people connect the dots.
### *How to foster collaboration within the company (innovation hub vs. integration in operational units)?*
By focusing on shared objectives (e.g. specific customer outcomes) and by adopting a pragmatic stance ("whatever way works best").
### *How to lead change so people desire that change?*
We are social creatures. As a bonus, we are also creatures of habit. Focus your change efforts on the early adopters; start as many (proverbial) fires as you can; amplify the experiences of the first-movers. Don't forget to pay attention to the first followers as well—they are the ones that will drive further proliferation.
### *Any tips on how we can accelerate our innovation process?*
First define what is supposed to be the output of your innovation process. Some organisations limit it to the act of refining and testing an idea, others consider it to stop once the idea is in the market and is about to be scaled, and so on.
Once you have agreed on that you want to focus on having your innovation teams deliver something every week (or every other week, if you must). That something can be an experiment, an assumption clarification, a feature, etc (matched to the maturity of the idea itself).
Third, by instituting a venture board to whom the team presents their decision(s) on a regular cadence, the speed starts taking care of itself.
Do be aware of the following: some might feel that you are "going slower" by doing experiments and tests, and might argue to jump straight into developing and shipping. The latter approach will end up slower in the long run.
### *How can we establish a (well functioning!) corporate innovation lab?*
Few things to consider:
- It should be tied into a very specific corporate goal with a very clear strategic theme.
- There should be a clear agenda and objective for the "lab."
- Funding and governance should be predetermined.
- What's "in" and "out" should be predetermined, as well as the mechanism for adjusting the same.
- Teams should be as small as possible.
- Teams can have a portfolio of ideas, if needed.
- Support services should be negotiated upfront (e.g. access to legal, finance, procurement, IT, etc).
- Acceptance criteria should be public / open/ well known.
### *How do we measure the impact of open innovation initiatives?*
You might find the following post useful:
[On measuring open innovationBest practices for different types of open innovation.Bruno PešecBruno Pešec](https://www.pesec.no/on-measuring-open-innovation/)
### *What metrics should we focus on to measure the performance and potential of our innovations at a program-level and project level?*
Following post might help:
[27 innovation metrics you must measureSystemic challenges require systemic measures.Bruno PešecBruno Pešec](https://www.pesec.no/27-innovation-metrics-you-must-measure/)
### *Can you share an example of Innovation Team performance dashboard with key indicators?*
Following posts might help:
[How to measure innovation performanceTwo types of measures you need to track.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-measure-innovation-performance/)
[How to hold innovation teams accountable?Match expectations to the idea maturity level.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-hold-innovation-teams-accountable/)
### *What is the best methodology for bringing a diverse group of stakeholders together (including potential competitors) to address wicked problems?*
You might find the following paper to be a good start:
[ Wicked Problems Social Complexity Wicked Problems & Social Complexity.pdf 299 KB download-circle ](https://www.pesec.no/content/files/2022/06/Wicked-Problems---Social-Complexity.pdf "Download")
### *How do we transition from exploration to exploitation?*
Pure "exploitation" means that the business and operating models had been validated and were profitable for some time. There is no singular handover moment, rather it is an evolution over time (which can easily be between 3 and 7 years). If you have organisation with multiple departments, return customers, and well known growth engines, then you are most likely in the "exploitation" territory.
### *What obstacles prevent innovation projects from being completed?*
You may find the following reading useful:
- [Are you tackling your innovation blockers?](https://weareoutcome.co/blog/are-you-tackling-your-innovation-blockers/?ref=pesec.no)
- [9 big don'ts of corporate innovation](https://www.pesec.no/9-big-donts-of-corporate-innovation/)
- [Underinvestment and Incompetence as Responses to Radical Innovation: Evidence from the Photolithographic Alignment Equipment Industry](https://www.jstor.org/stable/2555761?ref=pesec.no)
### *How can we avoid falling into the trap of delivering innovation training and telling stories at the expense of working on actual innovation projects?*
Make actual projects part of your training. For example, if you do a session on business modelling, have teams model their respective idea.
### *Encourage and support innovation from bottom up: is there an easy to understand and deploy framework available for innovation coaches (or others who are not familiar with innovation) to feel comfortable to innovate?*
Keep it simple. Everybody should know (i) what is innovation in your organisation, (ii) what ideas are welcome, and (iii) where and how can they get support for their idea(s).
### *How can we best train people to start their innovation and improvement journey?*
By having them work in real innovation projects.
### *What are the best practices for introducing an Innovation Strategy into a company?*
Answered in detail here:
[How to introduce an innovation strategy into your companyWhat are some of the best practices for introducing an innovation strategy into your company?Bruno PešecBruno Pešec](https://www.pesec.no/how-to-introduce-an-innovation-strategy-into-your-company/)
### *How to manage expectations from the employee? Usually they ask about benefit & risk as corporate innovator?*
Innovation can be grueling work. Be as transparent and honest as you can. Verbalise how uncertain the journey ahead is. Clarify what does failure look like. For example, if the employee(s) discover this idea is unwanted, will that be considered a failure? Do the same for successes.
Benefits usually include improved reputation and career prospects. In some unique cases, like setting up a spin-off venture, the employees should be offered shares, or some other form of variable percentile-based reward. Risks? Career suicide.
Think about the following as well:
[Corporate innovation 101: advice for intrapreneurs and innovation managersLearn more about achieving success with corporate innovation.Bruno PešecBruno Pešec](https://www.pesec.no/corporate-innovation-101-advice-for-intrapreneurs-and-innovation-managers/)
[Of boastful innovators and sadistic innovation managersBruno’s advice to innovators and innovation managers on how to keep their sanity and career intact.Bruno PešecBruno Pešec](https://www.pesec.no/of-boastful-innovators-and-sadistic-innovation-managers/)
### *How can corporates adapt to innovation accounting methods?*
CFO, corporate finance, and internal controlling are your most potent allies:
[On accounting as innovation enablerA conversation with Adam Larson of the Count Me In® podcast.Bruno PešecBruno Pešec](https://www.pesec.no/on-accounting-as-innovation-enabler/)
[How CFOs contribute to their organization’s reputational riskFunctions that aren’t necessarily thought of as problems can hasten public relations woes if they’re handled poorly by finance leadership.CFO DiveTed Knutson](https://www.cfodive.com/news/how-cfos-contribute-to-their-organizations-reputational-risk/610530/?ref=pesec.no)
### *What to do when the "best" people are fully booked on non-innovation projects? How to get them free?*
That is a great opportunity to learn how to innovate with what you have:
[Learn to innovate with what you haveOn using scarcity to fuel creativity.Bruno PešecBruno Pešec](https://www.pesec.no/learn-to-innovate-with-what-you-have/)
And remember, in the early stages the person proposing the idea should be the one testing it:
[On setting up innovation teamsStart small and hyper-focused.Bruno PešecBruno Pešec](https://www.pesec.no/on-setting-up-innovation-teams/)
### *Who is responsible for innovation in a company if a company doesn’t have an innovation manager/ department?*
Just because a role doesn't exist, doesn't mean innovation doesn't happen. (On that note I suggest [Corporate innovation roles](https://www.pesec.no/corporate-innovation-roles/) and [The fallacy of centralised innovation](https://www.pesec.no/the-fallacy-of-centralised-innovation/) articles.)
Since innovation is about generating value, which for organisation is usually manifested as revenue and market share growth, the responsibility will lie with *every* business unit that is expected to bring in the money.
Given that innovation strategy is a subset of business strategy, the management will still be responsible for it. Ultimately, the CEO is responsible for the performance of their organisation.
### *How can we select the best innovation framework for us?*
Frameworks come and go, but you can ruin your reputation only once. Corporate graveyards are chock-full of well-intended, but ultimately failed implementations.
Four things to consider when selecting the best innovation framework:
- Corporate innovation entails doing, managing, and leading innovation.
- Use published frameworks for inspiration only.
- Embrace, extend, enhance!
- It is a dynamic process, dependent on where you are and where you want to go.
I go into great detail about each point in the following post:
[How to select the right innovation framework for you?A deep answer to a seemingly simple question.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-select-the-right-innovation-framework-for-you/)
### *We started experimenting, but are struggling to make sense of the findings. What can we do?*
Here is a simple three step process: (1) structure insight, (2) label insight, and (3) prioritise insight. You might find the following guide helpful:
[How to prioritise insight rapidly?You’ve learned so much, and now have a question - what to do next? Here is a three step process for going from insight to action in 40 minutes.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-prioritise-insight-rapidly/)
### *Is investing in innovation worth it?*
Yes, with following caveats:
- incremental innovation has more effect than radical innovation,
- performance-wise, speed of innovation matters more than quality of innovation,
- knowledge sharing has positive impact on speed and quality of innovation, and
- introducing new products is a viable strategy for firm's performance as long as you can rapidly develop them and meet customer needs.
More details in this post:
[Is investing in innovation worth it?A stroll through academic thought pieces.Bruno PešecBruno Pešec](https://www.pesec.no/is-investing-in-innovation-worth-it/)
### *What percentage of your company should be actively engaged in innovation?*
Everybody should have the right to innovate, but not everybody should be measured on innovation performance. Answered in detail here:
[What percentage of your company should be actively engaged in innovation?Everybody should have the right to innovate, but not everybody should be measured on innovation performance.Bruno PešecBruno Pešec](https://www.pesec.no/what-percentage-of-your-company-should-be-actively-engaged-in-innovation/)
### *COVID-19, economic crisis, geopolitical instability... How can we innovate in such challenging times?*
It boils down to accepting the current reality, focusing creativity on revenue generating innovations, and taking care of your own and of your peers' well-being.
The following go into more detail:
- Podcast: [How to innovate during COVID-19?](https://www.pesec.no/how-to-innovate-during-covid-19/)
- Webinar: [Five best practices for corporate innovation in turbulent times](https://www.pesec.no/innovation-during-pandemic/)
- Interview: [Bruno Pešec of Pesec Global: Five Things You Need To Be A Highly Effective Leader During Turbulent Times](https://medium.com/authority-magazine/bruno-pe%C5%A1ec-of-pesec-global-five-things-you-need-to-be-a-highly-effective-leader-during-turbulent-8542717012d9?ref=pesec.no)
### *Why should we measure our innovation performance at all?*
To understand how much dollars you are getting back for every dollar you have invested. The larger your organisation is, the more it will benefit from an [innovation accounting system](https://www.pesec.no/innovation-accounting-book/).
### *How can we find time for innovation?*
Schedule time for it. Put it in your diary. Here are twenty things you could do that take less than 10 minutes:
[No time for innovation? This little trick will shock youTwenty things you can do in less than ten minutes.Bruno PešecBruno Pešec](https://www.pesec.no/no-time-for-innovation-this-little-trick-will-shock-you/)
### *How do we know if our innovation strategy is good enough?*
A good strategy specifies the issue (or ambition or ends) at hand as well as coherent means of overcoming it. You might find the following post useful:
[What makes a good strategy?Nine points to improve any strategy.Bruno PešecBruno Pešec](https://www.pesec.no/what-makes-a-good-strategy/)
### *How to get relevant pitches from startups?*
Be clear on what you ask for:
[How to get relevant pitches from startups?Spolier alert: be clear on what you ask for.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-get-relevant-pitches-from-startups/)
### *What advice would you give to women working in Innovation and building their credibility to move from being seen as “The Management’s assistant” to “Trusted Advisor”?*
1. Get inspired by exceptional women like [Susana Jurado Apruzzese](https://www.linkedin.com/in/susana-jurado/?ref=pesec.no), [Esther Emmely Gons](https://www.linkedin.com/in/esthergons/?ref=pesec.no), and [Susie Braam](https://www.linkedin.com/in/susiebraam/?ref=pesec.no).
2. Don't be ashamed to claim your [expertise](https://www.pesec.no/the-innovators-attitude-volume-2-issue-6-june-2023/). Proudly say what you are good at. And then back your words with action. Ignore assholes.
3. If you are an employee, I suggest volunteering for tough product-oriented projects. The closer to the customer, the better. Worst case you get to learn a lot, best case you get to lead an innovation project and showcase your capabilities.
### *I am curious what do you think of unconventional ways of driving the innovation, so not through Corporate innovation events and networking, knowledge sharing*—*but things like hikes, dance etc?*
Tapping into our bodies to unlock new insights and creative ideas is a legitimate, albeit underused method. Although I haven't used dancing, I did use martial arts, theatre, movement in nature, role-playing, strategy games and simulations, and more.
Three things to consider before using embodied and experiential methods:
1. Make sure they are in the service of whatever goal(s) you are trying to achieve. Come up with new ideas? Solutions to specific issues? Express difficult challenges? Your selection of methods should get you there. Otherwise you are risking innovation theatre.
2. Be ready to improvise and meet the participants where they are. Safety first. Going out of the comfort zone is one thing, but putting anyone in jeopardy is unacceptable.
3. Make sure to have a solid retrospection / reflection session, to help participants explicitly connect their new experience and insight with whatever was determined as outcome of the work.
### *Why so many workshops when research shows that many people are more creative when they are alone?*
Just like the meeting pandemic, we are suffering from a workshop pandemic.
Good workshop design takes above into account by (a) creating time and space for individual work before jumping into group work, and (b) asking specific individual work be done in advance (with respect to participants' time, of course).
### What steps can organizations take to ensure customer feedback reaches the relevant business units?
It's critical that those who will be using the customer feedback are also involved in defining and selecting customer metrics. Further, they must be regularly exposed to direct customer feedback, or they will be less likely to act on it. Consider a simple exercise like getting your engineers to sit in with a customer support representatives for few hours every month.
### How can a focus on process or product improvements from feedback data help when personalizing customer experiences?
Innovation is all about creating value for the customer and the organisation. Collecting and understanding feedback reduces the cost of innovation because it allows companies to create precise experiences—that their customers will appreciate, and reward.
### How can companies position themselves for reinvention?
First, accept the current reality and embrace the uncertainty it brings. Don't ignore what's happening, and use it as an opportunity to do things that you've been postponing. Seize control, and signal to your employees that you are all in this together. Visualise the targets and institute regular communication.
Second, tap into your greatest source of inspiration and revenue: your existing customers. Have you customer facing departments call your customers and find out more about their situation. How are they adapting? How did their needs change in the current times? Ask them open ended question, collect the answers, and see if there are any patterns. Keep doing that, and you'll have plenty of product and service ideas to implement. Prioritise fastest and cheapest ideas.
Third, reassess your internal operations. If there is any part of your value chain that heavily relies on physical contact and/or distribution, now is the time to experiment with alternatives. Your employees already know what they'd like to improve, and now it's up to you to define and communicate strategic priorities. Offer your employees the chance to shine and they will not let you down.
---
**Do you have a burning question about innovation?**
Send it to [bruno@pesec.no](mailto:bruno@pesec.no?subject=Corporate%20Innovation%20FAQ%3A%20YOUR%20QUESTION%20HERE%3F) and I'll answer within seven days.
---
### The Innovator's Attitude Newsletter
URL: https://www.pesec.no/innovators-attitude-newsletter-archive/
Last updated: 2025-12-02T07:55:29.000Z
*The Innovator's Attitude*™ newsletter is published on the first of every month.
It is freely available, alongside many other strategy and innovation [resources](https://www.pesec.no/resources/), to the subscribers.
Please find all the issues, sorted from latest to oldest, below.
## Volume 4 (2025)
- [**Issue 12, December: On Leading Innovation**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-12-december-2025/). Seven behaviours of successful innovation leaders.
- [**Issue 11, November: On Facilitating Learning**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-11-november-2025/). Developing innovative ideas and initiatives is about reducing risk through continuous learning—which must be directed and facilitated.
- [**Issue 10, October: On Types of Innovation and Ambition**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-10-october-2025/). By understanding the types of innovation we invest in, we can be more realistic in judging if we really are working towards our ambitions.
- [**Issue 9, September: On Innovating With Speed**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-9-september-2024/). The importance of alignment, micro-focus, and hyper-intensity.
- [**Issue 8, August: On Innovating With What we Have**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-8-august-2025/). What grandma taught me about innovation.
- [**Issue 7, July: On Standardising the Known**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-7-july-2025/). We ought to standardise as much as we can, so we unlock time and resources for all the activities and efforts that are truly uncertain, unknown, and unexplored.
- [**Issue 6, June: On Delegating Thinking**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-6-june-2025/). A horror story.
- [**Issue 5, May: On Innovation Outcomes Part III**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-5-may-2025/). Nine innovation outcomes when business results are positive.
- [**Issue 4, April: On Innovation Outcomes Part II**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-4-april-2025/). Nine innovation outcomes when business results are negative
- [**Issue 3, March: On Innovation Outcomes Part I**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-3-march-2025/). Three dimensions for assessing innovation outcomes: business outcomes, learning outcomes, and stopping reason.
- [**Issue 2, February: On Decision Making under Uncertainty**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-2-february-2025/). How to navigate uncertainty at the beginning, throughout, and at the end of any innovation initiative.
- [**Issue 1, January: On Good Starts**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-1-january-2025/). Jumping points for critical corporate innovation topics.
## Volume 3 (2024)
- [**Issue 12, December: On Feedback**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-12-december-2024/). Receiving and giving feedback are distinct skill sets that can be improved with deliberate practice.
- [**Issue 11, November: On Perfecting the Craft**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-11-november-2024/). Personal reflections on improvement written between two training sessions.
- [**Issue 10, October: On Understanding it Takes Time**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-10-october-2024/). Developing innovation capabilities demands patience for sustained practice.
- [**Issue 9, September: On Killing Ideas**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-9-september-2024). How to balance ego and succeeding with innovation?
- [**Issue 8, August: On Known and Unknown Unknowns**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-8-august-2024/). On the dangers of getting out of the building.
- [**Issue 7, July: On Wonder and Inquiry**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-7-july-2024/). What would you like to know about innovation?
- [**Issue 6, June: On Learning and Sharing**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-6-june-2024/). A sneak peek on my latest project.
- [**Issue 5, May: Five ways to supercharge your innovation process using lean practices**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-5-may-2024/). I spotlight five specific lean practices and how they can be leveraged to innovate better.
- [**Issue 4, April: One System, Few Roles**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-4-april-2024/). Three layers of innovation management system.
- [**Issue 3, March: Many Ideas, One Portfolio**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-3-march-2024/). Three tips for managing innovation portfolio.
- [**Issue 2, February: One Target, Many Tactics**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-2-february-2024/). On importance of clear objectives and flexibility in achieving them.
- [**Issue 1, January: On Time**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-1-january-2024/). You have just six big moves per year. What will they be?
## Volume 2 (2023)
- [**Issue 12, December: On Pieces of the Puzzle II**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-12-december-2023/). Exploration of three difficult questions: how to develop products, services, and businesses iteratively, how to make the most out of what you have today, and how to recognise bad business advice.
- [**Issue 11, November: On Differentiating Innovation and Improvement**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-11-november-2023/). They are not opposite extremes on the same spectrum!
- [**Issue 10, October: On Pieces of the Puzzle**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-10-october-2023/). Exploration of three difficult questions: how to improve product development processes, how to segment a new market, and how to grow organically.
- [**Issue 9, September: On "Real" Innovation**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-9-september-2023/). A raw conversation about importance of different forms of innovation, managing innovation in large enterprises, and how can innovators thrive.
- [**Issue 8, August: On Inspiration, Quality Edition**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-8-august-2023/). What can be learned from the pioneers of quality management?
- [**Issue 7, July: On Discipline**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-7-july-2023/). Testing business ideas and developing them into tangible products and services requires dedicated work.
- [**Issue 6, June: On Expertise**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-6-june-2023/). Today we are seeing confluence of rejecting the experts in tandem with increased feeling of doubt amongst those with demonstrable expertise.
- [**Issue 5, May: On Collaboration**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-5-may-2023/). Innovation teams are the most basic, the most fundamental ingredients for corporate innovation. Without them everything else is in vain.
- [**Issue 4, April: On Self-Care**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-4-april-2023/). Innovation is a wild ride with many highs and lows.
- [**Issue 3, March: On Creativity**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-3-march-2023/). Wrestling with identity, labels, and creativity.
- [**Issue 2, February: On Paying the Price**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-2-february-2023/). While failure might be a part of the learning process, the attention should be on the data collected, insight generated, and decisions made.
- [**Issue 1, January: On Change**](https://www.pesec.no/the-innovators-attitude-volume-2-issue-1-january-2023/). If you can't change yourself, how could you change your own organisation?
## Volume 1 (2022)
- [**Issue 10, December: On Paying Attention**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-10-december-2022/). The best ideas are spotted; observed; recognised. They are not engineered or machined in some artificial idea lab where people are forced to come up with the “future.”
- [**Issue 9, November: On Innovating at Scale**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-9-november-2022/). What’s more important: the process of transforming an idea into business or how the above process happens in an organisation?
- [**Issue 8, October: On Innumerable Pathways to Value Creation**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-8-october-2022/). Without strategy all pathways look alike. With strategy some pathways are more aligned than others. Life is too short to tread ill ground.
- [**Issue 7, September: On Learning the Hard Way**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-7-september-2022/). Five lessons from personal failure.
- [**Issue 6, August: The Art and Science of Lean Experimentation**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-6-august-2022/). What exactly is value? What are people willing to pay for? How will we build it? The questions are endless. Assuming we know the answers can be devastating: from failed product launches, to tanked careers to unprecedented value destruction.
- [**Issue 5, July: On Being A Reflective Innovator**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-5-july-2022/). Proclivity for action is great. But if you wish to increase the likelihood of repeating your own successes and avoiding failures, then you ought to practice critical reflectivity as well.
- [**Issue 4, June: On Curiosity**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-4-june-2022/). Asking questions with genuine intent to learn is a wonderful way to reduce uncertainty, create more innovative solutions and business models, and live a more fulfilled life.
- [**Issue 3, May: On Good Ideas**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-3-may-2022/). Innovation is all about transforming ideas into value (money, benefits, positive outcomes). But not all ideas are equal. In fact, generating hundreds of ideas is a trivial matter—all you need is a team of five, a sentence, and 30 minutes to generate 150 ideas.
- [**Issue 2, April: On Connecting the Dots**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-2-april-2022/). Companies don't innovate. Innovators do. Ideas don't materialise out of thin air. In fact, some of the best ideas appear at the intersection of personal experience and noticing something few others have.
- [**Issue 1, March: On Relentless Pursuit of Value**](https://www.pesec.no/the-innovators-attitude-volume-1-issue-1-march-2022/). Value creation is what makes invention and innovation different. Successful innovators understand that they must make a meaningful impact to their customers.
### Innovation Management Masterclass Pula 2023
URL: https://www.pesec.no/innovation-management-masterclass-pula-2023/
Last updated: 2024-01-03T09:19:27.000Z
❗
Registrations for this year's Masterclass are closed. You can find the interest form for the 2024 edition [****here**](https://link.pbsc.no/masterclassinterest?ref=pesec.no).
| Date | September 11, 2023 |
| -------- | ---------------------------------------------------- |
| Location | Pula, CroatiaPark Plaza Histria Pula |
| Fees | €650 until August 11, 2023€800 after August 11, 2023 |
Join me for a **full day innovation management masterclass** in beautiful Pula, Croatia on September 11th, from 09:00 to 16:00.
**Managing innovation** is all about innovating at scale: taking a great number of ideas and transforming them into new products, services, and businesses whilst ensuing strategic and organisational alignment. Unfortunately, our traditional management practices are ill suited for the uncertain nature of the innovation projects.
This masterclass will equip leaders with **tools**, **methods**, and **practices** needed to manage innovation in today's highly volatile and uncertain conditions.
**You will learn:**
- Why most innovation efforts lead to waste and result in value destruction.
- What are the three core processes for profitable innovation and how can you make sure they work in your favour.
- How to champion innovation with power and authority.
- How to formulate a sharp and focused innovation strategy to ensure innovation efforts in your organisation are aligned, relevant, and powerful.
- Three key tools for managing innovation at scale: innovation portfolio, innovation funnel, and innovation teams.
Expect an intense, action-packed day of learning, focused on the practical, pragmatical, and applicable know-how.
**The fee for one attendee is €650 (€800 after August 11)**.Lunch is included.
Teams are welcome—if you have more than three people attending I'd be happy to offer a [complimentary call](mailto:bruno@pesec.no?subject=Innovation%20Management%20Masterclass%3A%20Team%20complimentary%20call) to discuss your unique challenges.
*If I'm prevented from appearing I'll refund all fees 100%. If you register and decide you can't attend, you'll have a full credit up to 30 days prior. After that, no credits, since I can't afford that in terms of the learning dynamic.*
Succeeding with innovation requires a more dynamic and pragmatic approach than ever. Don't allow your efforts and investment go to waste.
**Join me for a great business and learning experience.**
❗
Registrations for this year's Masterclass are closed. You can find the interest form for the 2024 edition [****here**](https://link.pbsc.no/masterclassinterest?ref=pesec.no).
### Evaluating Innovation Projects
URL: https://www.pesec.no/evaluating-innovation-projects/
Last updated: 2025-01-27T09:51:51.000Z
| Date | September 20, 202311:00–12:00 CEST (UTC/GMT+2)(recording available) |
| -------- | ------------------------------------------------------------------- |
| Location | Online (Zoom) |
| Fee | €50 |
Is this idea worth investing in?
How should we decide what ideas to focus on?
Are these the right innovation projects to prioritise?
Join me on September 20th, 11:00 CEST (UTC/GMT+2), when I'll walk you, **step-by-step**, through a **simple process** for **evaluating ideas and innovation projects**.
You can use the process I'll teach you regardless of how mature (or immature!) your current innovation management system is. It works with companies large and small, as well as ideas of all sizes.
Even better, due to its pragmatic and lightweight nature you can easily plug-it in with your existing processes and procedures.
It will take me approximately 45 minutes to walk you through the process. Then we will have Q&A until you run out of questions. If you wish you can send your questions in advance as well.
If you have anything to do with innovation or you work with ideas in your organisation, then this is *the* seminar for you.
This will be an online session using Zoom. You will receive a copy of the recording which you can watch at any time, and as many times as you like.
You can reserve your seat below. **Fee for one attendee is €50**.
*Zoom details will be provided within 24 hours of your registration.*
❗
Registrations for the seminar are closed. You can purchase the recording.
**BUY RECORDING**
🇳🇴
**Norsk kunder: vennligst registrer deg ved å bruke* [**følgende lenke*](https://link.pbsc.no/HlN5?ref=pesec.no)**. Takk.*
## Posts
### Once you see the opportunity, you cannot unsee it
URL: https://www.pesec.no/once-you-see-the-opportunity-you-cannot-unsee-it/
Last updated: 2026-09-10T05:00:55.000Z
Take a look at the image below.
**Source: Bortoft, H. (1998). Goethe’s scientific consciousness (Second edition). Institute for Cultural Research.*
What do you see?
Start at the centre and follow the neck down. Go back up and you find the ears, turned to the left. Nose and eyes face to the right.
There is a giraffe in the picture. Once you have seen it, you cannot go back. Look at that image again in five years and the giraffe will be waiting for you.
Was the giraffe there before I pointed at it?
Think of the colleague who keeps saying "why are we not doing this, it is clearly the way forward," while nobody else seems to agree. Then think of the times you have been that colleague.
Other people failing to see the thing tells you nothing about whether the thing is there. They simply have not been shown the neck.
Here is a harder, but perhaps more useful, lesson. When you are explaining something for the third time and still get blank looks in return, the frustration you feel is real. It is also most likely misplaced. Obvious to you does not mean obvious to them. You have been staring at this picture—the phenomena you are trying to convey—for months. They have just learned about it.
Seeing for yourself is just half of the work. The harder half is helping other people to see it too, which means finding your version of the neck: the one detail that reorganises everything else once it is noticed.
Saying "there is a giraffe here" does nothing. Saying "start at the centre and follow that line down" does.
Next time somebody in your organisation is not getting it, resist the urge to repeat it to them again, but more slowly. Instead, ask yourself which part you have not shown them yet.
### "Nondescript..."
URL: https://www.pesec.no/nondescript/
Last updated: 2026-09-08T08:12:16.000Z
Adjectives that will doom your innovation: featureless, indeterminate, undistinctive, indistinguishable, unexceptional, ordinary, commonplace, dull, vague, bland, insipid, uninspiring, uninteresting, unremarkable, characterless, unmemorable, average, mundane, nondescript.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The fastest thing your innovation team can give you
URL: https://www.pesec.no/the-fastest-thing-your-innovation-team-can-give-you/
Last updated: 2026-09-07T05:00:56.000Z
Couple of years ago I coached a cohort of twelve innovation teams. They were running weekly experiments in a B2B industry that could be generously described as "not in a hurry." Most of the teams, as well as the their portfolio manager, were worried about demonstrating value early.
Around week six, two of the teams observed something interesting. What the customers were telling them did not match what their colleagues from another division had been telling them. Same customers, different story.
They did the sensible thing and met with their colleagues again, eager to learn more. Since each experiment they ran was written up with the data kept apart from the team's reading of it, they could show the other division what customers had actually said and done.
Within minutes, people from the other division understood what the source of the discrepancy had been. Their core product had not been updated in quite some time. Since it was part of the customers' everyday operations, and perceived as "immutable," customers never told them what annoyed them or what they wanted.
The two teams learned that this was not the right opportunity for them. The internal division, now equipped with validated customer insight about a specific performance gap, quickly improved the product without disrupting anything.
Tangible results were visible in less than three months, from insight to intervention.
Why does this matter to you?
Genuine innovation is rife with uncertainty and unknowns.
It rarely pays back in three months. In fact, depending on the industry, it might take from three to seven years before any meaningful revenue.
Innovation managers are usually measured on a set of nebulous metrics. While there might be some leeway for the first two years, by year three, someone will start asking about revenue, margins, and returns.
The Best performing innovation teams run an experiment a week. They surface assumptions, turn them into hypotheses, and test them in the market. They experiment with prices, offers, and more, all with customers. They gather first-hand data about how customers actually behave.
This learning is such an amazing asset!
And unfortunately, most organisations fail to capitalise on it.
The antidote is two-fold.
First, make sure your innovation teams document their learning. There is no need for elaborate software platforms, templates, or arduous procedures.
Each experiment should be captured on a single A4 page. What did the team want to learn, how did they go about it, what data came back, what did they make of that data, and what did they decide. Make sure that data and interpretation are separated.
Second, make the learning visible and accessible. Act like a bee. Take the insight to the people who might benefit from it. Do so humbly. "This is what we learned from our customers, and I thought it might be worth sharing with you. What do you make of it?"
Then follow up on who used it and what were the results, be it savings or revenue. That is your short-term performance while the new revenue is still years away.
### Webinar refresh: Demystifying strategic growth
URL: https://www.pesec.no/webinar-refresh-demystifying-strategic-growth/
Last updated: 2026-09-03T05:00:35.000Z
Not all business growth is good, nor are all growth opportunities worth pursuing. [Matthew Fenton](https://matthew-fenton.com/?ref=pesec.no) and I have developed two tools to help business leaders identify growth possibilities and strategic choices to exploit them, namely **The Strategy Gap** and **Four Growth Arenas**.
In the [**Demystifying strategic growth**](https://www.pesec.no/demystifying-strategic-growth/)webinar I explain what is strategic growth, what is the difference between an opportunity and a possibility, how to analyse the Strategy Gap to uncover growth opportunities, and how to use Four Growth Arenas to create possibilities.
The webinar now includes a full transcript, as well as summary of all key points:
[Demystifying strategic growthLearn how to identify growth possibilities and strategic choices to exploit them.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/demystifying-strategic-growth/)
### Blank slate buster
URL: https://www.pesec.no/blank-slate-buster/
Last updated: 2026-09-06T17:16:40.000Z
Innovation does not require a blank slate to be successful. Grab what exists and then transform it into something new that creates value.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### One bus, forty minutes, and a whole lotta snow
URL: https://www.pesec.no/one-bus-forty-minutes-and-a-whole-lotta-snow/
Last updated: 2026-08-31T07:00:01.000Z
Snowy morning in Oslo, and my bus was already twenty minutes late. Norway is a snowy country, so you would expect the buses to be ready for snow. Most of the time.
That morning they were not.
I had a choice.
Keep waiting, or walk ten minutes to the metro station and take the metro to work. I decided to wait, because I had waited twenty minutes already and the bus had to be around the corner.
Twenty minutes later I was still standing there. Forty minutes invested. The case for walking was now stronger than it had been at the start. I knew that. I decided to wait anyway.
Fifteen minutes after that, the bus came. It was full.
I could not get on.
So, in the end, I had to walk to the metro.
It's easy to laugh at it now. But it taught me an important lesson about sunk cost fallacy. It doesn't always arrive as a red bus struggling through snow. No, in a business setting it arrives properly dressed and reasoned: "we have been developing this for two years, let us give it one more chance."
Maybe it does deserve one more chance. Maybe it doesn't. What I do know is that if a chance is granted, then it must come with defined success criteria. Otherwise we have simply postponed a difficult conversation.
I once worked with a group of founders. Experienced people, real money behind them from corporate and private equity investors, a strong team, and an idea they were sure would conquer the market. Two years in, no traction and no meaningful revenue. They had clients, which made it harder rather than easier: clients who did not come back and did not pay enough. From the outside it was obvious that this had failed. From the inside it was not obvious at all.
We sat down and gave it three months. We wrote down the bare minimum that had to happen in those three months, and agreed that if it did not happen we would shake hands and walk away.
It did not happen.
We walked away.
That was easier to live with than closing it that same afternoon. People need an exit that respects the work.
Invested effort deserves respect. But it should not automatically earn next year's budget.
### On incinerating innovation investments
URL: https://www.pesec.no/on-incinerating-innovation-investments/
Last updated: 2026-08-27T06:05:49.000Z
I have recently discussed how companies burn cash on innovation and what can leaders do about it with Fortune Irabor of The Honest Mic podcast.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/most-innovation-budgets-are-being-incinerated-bruno-pesec/id1896690660?i=1000785169362&ref=pesec.no) or using the player below:
### Juxtapository reveal
URL: https://www.pesec.no/juxtapository-reveal/
Last updated: 2026-08-25T07:00:46.000Z
Customer needs very rarely exist in isolation. Much can be learned by juxtaposing several customer journeys side by side. The same holds true for decision diagrams, process charts, and value maps.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### When to commit and when to explore
URL: https://www.pesec.no/when-to-commit-and-when-to-explore/
Last updated: 2026-08-24T05:17:16.000Z
Say that strategy should be dynamic and half the audience hears something you did not mean. They hear constant change, direction that shifts with every quarterly wobble, and teams that stop believing anything announced from the top.
That objection is fair, for two reasons. First, the word dynamic itself has become part of vocabulary used to create plausible deniability. Second, whiplash has a real cost, and organisations that reverse course too often end up executing nothing.
So the useful question for an executive team is not how often to change, but rather: which decisions deserve commitment and which deserve flexibility.
Sort them by how expensive they are to undo. Building a plant, acquiring a company, exiting a market, committing to a platform: these are slow and costly to reverse, and they deserve your analysis, your argument, and then your commitment. Once made, defend them. Changing your mind on this class of decision every six months destroys more value than being slightly wrong.
Everything else is cheaper than it looks. Pricing structures, channel choices, which segment to serve first, how a product is packaged. These can be run as considered bets, reviewed against evidence, and revised without anyone losing face.
Most executive teams treat both classes the same way, which produces the worst of both. Endless deliberation over the reversible, and unexamined conviction on the irreversible.
The second habit worth building is deciding on triggers rather than on the calendar.
Most strategy reviews happen because it is "that time of the year." That guarantees you are either acting on stale information or holding a meeting with nothing new to discuss.
The alternative is to write down, in advance, what would cause you to reconsider. A competitor moves below a price point. A customer segment stops renewing at a certain rate. A regulatory decision goes a particular way. Write down the number, name the owner, and let the trigger call the meeting.
Third, separate the speed of the decision from the quality of the information. The aim is the best possible decision as quickly as it can responsibly be made, not the perfect decision eventually. Waiting should be a consequence of your deliberate choice, and not a side effect of your indecision.
A strategy that lives is stable where stability matters and adaptive everywhere else. That combination is harder than either extreme, but in today's environment it is a necessity.
Two questions for your next executive session. Which of our current commitments would be genuinely expensive to reverse? And for everything else, what evidence are we waiting for, and how will we recognise it?
****What do you do when the plan no longer fits and the decision cannot wait?** Join Holger Nils Pohl and me in Cologne on 7 October to learn.
[Learn how to create strategic clarity ](https://link.pbsc.no/lOqr?ref=pesec.no)
### Strategic Clarity blog post mini-series
[You get the strategy you ask forIncentives and governance for a living strategy.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/you-get-the-strategy-you-ask-for/)
[Show me where the money movedDo as you say, and say as you do.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/show-me-where-the-money-moved/)
[When to commit and when to exploreWhich decisions deserve your conviction?Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/when-to-commit-and-when-to-explore/)
### Webinar refresh: Nine big don'ts of corporate innovation
URL: https://www.pesec.no/webinar-refresh-nine-big-donts-of-corporate-innovation/
Last updated: 2026-08-21T19:09:14.000Z
Over the years I have recorded a number of [webinars](https://www.pesec.no/tag/webinar/) on corporate innovation, discussing innovation strategy, portfolios, profitability, growth, and more. These webinars are still watched and referenced.
As with all the [resources](https://www.pesec.no/resources/) I offer, I try to make them as accessible and easy to use. That's why I include timestamps, links to mentioned resources, and similar. What has been missing are transcripts and summary of key points.
But no more! Over the next few weeks I will refresh webinars to add above sections. It is also an opportunity for me to reflect on what I have learned in the meantime.
Without any further ado, the [**Nine big don'ts of corporate innovation**](https://www.pesec.no/nine-big-donts-of-corporate-innovation/) webinar now includes both the transcript, as well as summary of key points:
[Nine big don’ts of corporate innovationHow to avoid wasting money on innovation by making smarter and better decisions.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/nine-big-donts-of-corporate-innovation/)
### Opportunistic probing
URL: https://www.pesec.no/opportunistic-probing/
Last updated: 2026-08-18T07:00:18.000Z
Never miss an opportunity to ask at least one open-ended, curiosity-driven question whenever customer initiates the interaction with you on their own.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The fertile potential of boundaries
URL: https://www.pesec.no/the-fertile-potential-of-boundaries/
Last updated: 2026-08-17T05:00:03.000Z
The boundary between the organisation and customers is one of the most fertile ares for innovation, exploration, and experimentation.
But it is all for naught if there are no pathways to take all that learning from the edge and feed it back to the core of the organisation.
And without that insight, organisation is unable to act proactively in order to create the future, but is forced to react to others creating it for them instead.
So, invest in routes and systems that allow the edges and center to communicate effortlessly.
Results will follow.
### The Innovation Booster #8
URL: https://www.pesec.no/the-innovation-booster-008/
Last updated: 2026-08-15T07:00:39.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on creating a shared identity, driving growth through product-innovation, problems with stage-gates, cost of being late, and the S.O.S. method:
1. [**How Great Leaders Create A Shared Identity**](http://digitaltonto.com/2026/how-great-leaders-create-a-shared-identity/?ref=pesec.no) **by Greg Satell.** Behind every fascinating strategy, transformation, or comeback story there is a big idea backed by the leader. The idea itself is not so important, but rather the unified focus and shared identity it brings, allowing the people to focus their energy. Greg weaves a compelling story about the importance of this shared identity.
2. [**Product-First Thinking – A Way To Accelerate Growth**](https://www.shipulski.com/2026/05/27/product-first-thinking-a-way-to-accelerate-growth/?ref=pesec.no) **by Mike Shipulski.** Long time ago a read a book which was all about three rules of business: better before cheaper, and revenue before cost. Third rule was that there are no other rules. Mike makes a similar argument but with different words. Being product-first means value-first means more growth opportunities.
3. [**The Problem with Stage Gates Isn’t the Gates**](https://weareoutcome.co/blog/the-problem-with-stage-gates-isnt-the-gates/?ref=pesec.no) **by Dan Toma.** Stage-gate model is all-pervasive. There is a variant of it in every large enterprise on the planet. And while stage-gate model can work for innovation, it has to be slightly tweaked first. Dan shares two problems, and two solutions.
4. [**The Cost of Being Late: What Businesses Can Learn from Successful F1 Teams**](https://hubbardresearch.com/the-cost-of-being-late-what-businesses-can-learn-from-successful-f1-teams/?ref=pesec.no) **by Peter Mallik.** Peter Malik of the Hubbard Decision Research uses a F1 racing team to convey a five step process for making better decisions: define the decision, model uncertainty, determine value of additional information, measure if you have enough information, and optimise decision. Dominik and I detailed a very similar process in our [Augmented Strategy](https://www.pesec.no/five-steps-to-augmented-strategy/) book.
5. [**On the S.O.S. Method**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-8-sugust-2026/) **by Bruno Pešec \[subscriber exclusive\].** We must think broadly, explore a multitude of possibilities, their potential outcomes, and our available ways and means to handle them, all in service of our desired ends and outcomes. Enter the S.O.S. method.
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### On innovation and progress
URL: https://www.pesec.no/on-innovation-and-progress/
Last updated: 2026-08-13T05:00:57.000Z
Favour Etu of Growth Room podcast asked what I would focus on, innovation-wise, if I had only five minutes. We spent a bit more time than that. Along the way we talked about:
- Why everyone is creative, including anyone who cooks with leftovers.
- Why good ideas need proximity. Want to help farmers? Stand in the field.
- Why corporate innovation takes five to seven years, and the tenacity that demands.
- What martial arts teaches about constructive conflict, and sparring with colleagues.
- Why fear of asking questions is understandable, and arrogance never is.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/86-what-if-you-had-5-minutes-the-message-that-could/id1853560881?i=1000778331220&ref=pesec.no) or using the player below:
### Hollow and solid
URL: https://www.pesec.no/hollow-and-solid/
Last updated: 2026-08-11T07:00:17.000Z
Hollow ideas are those that sound good, but fall apart the moment you start picking on them. Rejoice and spend no tears when encountering them, for you have made another step towards finding a solid one; one worth investing in.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Show me where the money moved
URL: https://www.pesec.no/show-me-where-the-money-moved/
Last updated: 2026-08-24T05:18:19.000Z
Ask a leadership team whether strategy should adapt to new information and you will get a room full of yes. Ask the same room where the money actually moved this year, and the conversation gets more interesting.
That is the genuine test of a living strategy. Not the language in the document, nor how recently it was refreshed.
In most large organisations, budget works as a ratchet. Each unit starts from what it got last time, argues for a bit more, and defends the base. Strategy paper says the growth is in a new segment. Allocation says the growth is exactly where it was three years ago.
Twelve months later everyone is politely surprised that the new segment did not take off.
Why does this happen to sensible people?
Because reallocation is personal. Moving budget away from a business unit means moving it away from a colleague who has done nothing wrong. Even worse, it carries real reputational risk, because innovation and growth initiatives are uncertain.
The annual cycle gives everyone an excuse to avoid hard decisions and hard conversations. We agreed this in October, we can revisit it next October. So the strategy adapts on paper whilst the firm carries on funding its own history.
If you want a strategy that lives, and that is truly dynamic, make the money follow it:
1. Hold back five to ten per cent of the budget at the start of the year. Release it in tranches during the year, based on market evidence rather than the loudest voice.
2. Put reallocation on the agenda every quarter, and make the default question which two things stop, not which one gets added. Again, draw on market evidence.
3. Give every large initiative a sunset date and a written condition for renewal. Absence of bad news is not a condition. Defining this in advance is crucial for minimising the sunk cost fallacy.
4. Publish the moves. If the organisation cannot see resources following evidence, it will keep planning for the usual. Thus, words and deeds become one.
Executives sometimes worry this creates instability. My experience is the reverse. Small, frequent shifts get absorbed without much drama. What rattles an organisation is the restructure that arrives later than it should have, most often after the majority has already gone on auto-pilot.
There is a personal version of this too. Your calendar is the second budget, and it is the one your people actually read. If a priority sits in the strategy and never appears in your diary, they have already worked out how seriously to take it.
So take your current strategy and, next to each priority, write what you moved this quarter. Money, people, your own hours. Where that column is empty, you do not have a priority. You have an intention.
And an invitation to reflect.
****What do you do when the plan no longer fits and the decision cannot wait?** Join Holger Nils Pohl and me in Cologne on 7 October to learn.
[Learn how to create strategic clarity ](https://link.pbsc.no/lOqr?ref=pesec.no)
### Strategic Clarity blog post mini-series
[You get the strategy you ask forIncentives and governance for a living strategy.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/you-get-the-strategy-you-ask-for/)
[Show me where the money movedDo as you say, and say as you do.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/show-me-where-the-money-moved/)
[When to commit and when to exploreWhich decisions deserve your conviction?Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/when-to-commit-and-when-to-explore/)
### Nurture proactivity
URL: https://www.pesec.no/nurture-proactivity/
Last updated: 2026-08-06T07:35:18.000Z
Every innovation leader I meet wants a more proactive team. They want people who spot the problem, see the opportunity, run the experiment, make the call, and do not wait for the decision makers' blessing.
Their usual attempt at "fixing" the situations is to focus on either developing the innovators' skills, so they can do the work better, or providing reasons why being more proactive is beneficial.
And while "can-do" and "reason-to-do" are very important for becoming more proactive, the underlying base is "energy-to-do." In other words, if there is no passion, no desire, no strong emotion regarding the innovative idea at hand, then no amount of can-do and reason-to can compensate for it.
That's why indifference is one of the most valuable signals. If innovation team members are apathetic, then immediate action must be taken. Get in the room with them, and figure out what is draining their energy. You might be surprised with what you learn.
### Visualise ideas
URL: https://www.pesec.no/visualise-ideas/
Last updated: 2026-08-04T07:00:46.000Z
Take the idea out of your head and make it tangible through visuals, sounds, arts and crafts, whatever really. This will allow you to treat your own idea more critically. In fact, you might even discover you don't like it as much as you thought you would...
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Equal footing, equal opportunity
URL: https://www.pesec.no/equal-footing-equal-opportunity/
Last updated: 2026-08-03T04:59:59.000Z
Over the weekend I stumbled upon the following chart:
Data: Axios research; Chart: Sara Wise/Axios**;* [**Source*](https://www.axios.com/2026/08/01/deepseek-model-cheap-ai-price-war?ref=pesec.no)
I have never seen new technology commoditise this rapidly. Within months the price for one million tokens went from $30 to effectively $0\. And when something becomes a commodity, customers stop caring so much about the supplier and simply go with the most accessible one.
The rapid commoditisation of models and tokens does send a clear message—companies must compete in other areas, where they can generate enduring advantage. After all, one of the reasons it pays off to be innovative is the ability to maintain higher margins.
Either way, while this commodisation might not be what the market leaders want, I see it as an overall win for the customers. This will allow them to focus less on the provider, and more on exploring ways to leverage this new technology to create value for themselves and their customers.
Win-win-win.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-8-sugust-2026/
Last updated: 2026-08-14T15:01:41.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On the S.O.S. Method
Innovation. Growth. Transformation. Change.
When they result in success, the story is told backwards, with a good heap of mythologising what happened. There always seems to be some sort of gold thread, a piece of the puzzle missing, and somehow everything was a linear sequence of events.
As anyone who has ever been part of the above can tell, that couldn't be further from the truth. And that is why, when approaching innovation, growth, transformation, and change initiatives, it would be an absolute folly to think in linear terms.
We must think broadly, explore a multitude of possibilities, their potential outcomes, and our available ways and means to handle them, all in service of our desired ends and outcomes.
Over the years I have refined a simple method I came to call the "S.O.S. Approach." The capital letters stand for, in order, scenarios, options, and strategy. To expand:
_This post is for subscribers only._
### On what to quit to innovate
URL: https://www.pesec.no/on-what-to-quit-to-innovate/
Last updated: 2026-07-30T06:16:28.000Z
I've recently discussed why most innovation fails with Aro Benaiah of Quit to Win podcast. We talked about:
- the three hard truths every leader must face before investing in innovation;
- why risky ideas need to be big, bold, and well-supported to succeed;
- how even the best-executed innovations can still fail, and what you can control;
- why quitting vanity metrics is your secret advantage;
- what it really means to measure the right things in your innovation portfolio; and
- how to build an innovation strategy grounded in reality, not wishful thinking.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-most-innovation-fails-the-3-hard-truths-leaders/id1890350829?i=1000778330078&ref=pesec.no) or using the player below:
*P.S. No, I am not a doctor. Yet.*
### Reuse, repurpose, recycle
URL: https://www.pesec.no/reuse-repurpose-recycle/
Last updated: 2026-07-28T07:00:54.000Z
The "triple R" process applies to more than ecology. In fact, reusing, repurposing, and recycling customer, market, and product insight is critical for profitable corporate innovation.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### You get the strategy you ask for
URL: https://www.pesec.no/you-get-the-strategy-you-ask-for/
Last updated: 2026-08-24T05:18:56.000Z
If your organisation defends its strategy instead of updating it, start by looking at what you reward.
Most executive teams ask for confidence.
The paper should be crisp, the numbers should hold, the recommendation should be singular. The manager who walks in with "here is what we assumed, and here are the two assumptions I am no longer sure about" gets a harder hour than the colleague who walks in certain. Everybody in the building learns that lesson within a year.
So you receive confident papers. You approve them. And then you wonder why nobody warned you when the market shifted, customer habits changed, or a competitor moved.
Strategy stops being a working document at that point and becomes something closer to a sacred object. It gets presented, referenced, and protected. What it no longer does is change when the world supplies new information, which was the only reason to write it down in the first place.
The cost lands as delay. Your competitors are not beating you because their analysis was better. They are beating you because their organisation surfaced the bad news in March and yours surfaced it in September.
The good news is that this is a governance problem, and governance is yours to set.
Put three standing questions on every strategy paper that reaches you.
1. What are we assuming, and which of those assumptions would hurt us most if it turned out to be wrong?
2. What have we learned since we last discussed this, and what did it change?
3. What would we have to see to change course, who is watching for it, and how would it reach this table?
Then do the harder part. The first time somebody brings you evidence that a strategy you personally championed is not working, your reaction sets the price of honesty for the next two years.
Thank them in front of their peers. Change something visibly. People will draw the right conclusion faster than any communications programme could manage.
A senior leader I worked with put it plainly to his executive committee: I would rather be embarrassed in this room than surprised by the market. That sentence did more for their strategy process than the process redesign did.
None of this asks you to hold your convictions loosely. Strong opinions are part of the job, and a leadership team without them drifts.
What it asks is that your organisation can afford to tell you when one of your opinions has stopped being true.
Ask yourself who told you something inconvenient this quarter.
If nobody comes to mind, that is the finding.
****What do you do when the plan no longer fits and the decision cannot wait?** Join Holger Nils Pohl and me in Cologne on 7 October to learn.
[Learn how to create strategic clarity ](https://link.pbsc.no/lOqr?ref=pesec.no)
### Strategic Clarity blog post mini-series
[You get the strategy you ask forIncentives and governance for a living strategy.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/you-get-the-strategy-you-ask-for/)
[Show me where the money movedDo as you say, and say as you do.Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/show-me-where-the-money-moved/)
[When to commit and when to exploreWhich decisions deserve your conviction?Bruno Pešec — Innovation & Strategy ExpertBruno Pešec](https://www.pesec.no/when-to-commit-and-when-to-explore/)
### On ideas, results, and returns
URL: https://www.pesec.no/on-ideas-results-and-returns/
Last updated: 2026-07-23T05:00:18.000Z
I've recently discussed how to turn great ideas into real results with Samson Igberase of The Wisdom Transfer podcast.
We explore leadership, strategy, adaptability, execution, and what it truly takes to create lasting value in a rapidly changing world.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/innovation-that-pays-turning-great-ideas-into-real/id1890898482?i=1000776109235&ref=pesec.no) or using the player below:
### Thwart lethargy
URL: https://www.pesec.no/thwart-lethargy/
Last updated: 2026-07-21T07:00:50.000Z
Innovation demands energy, movement, action! If sluggishness and indifference set in, the project is at risk of turning undead. Act before it is too late.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The unglamorous habit
URL: https://www.pesec.no/the-unglamorous-habit/
Last updated: 2026-07-20T05:00:29.000Z
[Strategic clarity](https://www.pesec.no/on-strategic-clarity/) is one of the most potent means a leader has to create value. It costs nothing. It needs no new technology, no acquisition, no reorganisation. It asks only that we make sure the people around us mean the same thing we do.
We underrate it because it is unglamorous. There is no launch to celebrate. Yet consider how much waste comes from mismatched understanding. Two divisions build to different definitions of the same customer. A team spends a quarter chasing a target leadership never set. Effort pours into work that cancels other work out. All of it traceable to words everyone assumed had a shared meaning.
So, clarify.
Not once, but as a habit.
Clarify your definitions. What is a customer? A need? A market? Any term shared across units deserves to be pinned down, because it is easier to name a difference than to clean up after it.
Clarify expectations, between teams and towards each other. Clarify the destination, so the discussion about how to get there can be a richer one. Clarify directions, the boundaries within which people are free to find their own path. And clarify accountability, which is not a loss of trust but what lets a team rely on itself.
These are starting points, not a full map. There are always more terms to align, more assumptions to surface. [Clarity before commitment](https://www.pesec.no/clarity-before-commitment/) costs little, and yields tremendous results.
Here is the catch. Clarity is transient. What everyone understood last quarter blurs as markets shift, new people arrive, and world moves on. The light you shone once dims on its own.
The task is never finished.
Good leaders accept that and keep shining the light, patiently, again and again.
Where in your organisation has the light gone dim?
****What do you do when the plan no longer fits and the decision cannot wait?** Join Holger Nils Pohl and me in Cologne on 7 October to find out.
[Learn how to create strategic clarity ](https://link.pbsc.no/lOqr?ref=pesec.no)
### On lasting impact
URL: https://www.pesec.no/on-lasting-impact/
Last updated: 2026-07-16T05:00:29.000Z
I've recently discussed what does it really take to turn great ideas into lasting impact with Chiwetelu Henry of the Telling My Story podcast. We talked about:
- the mindset behind profitable innovation,
- why many organizations fail to innovate successfully,
- leadership lessons from global companies and Toyota,
- the importance of resilience, discipline, and continuous learning,
- and much more.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/from-ideas-to-impact-bruno-pe%C5%A1ec-on-building-a-life/id1893554312?i=1000776747027&ref=pesec.no) or using the player below:
### The Innovation Booster #7
URL: https://www.pesec.no/the-innovation-booster-007/
Last updated: 2026-07-15T08:00:56.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on unleashing creativity through play, creating strategic clarity, thinking about confidence, the importance of measuring cost of failure, and being demanding:
1. [**Unlock Ingenuity through Play**](https://www.destination-innovation.com/unlock-ingenuity-through-play/?ref=pesec.no) **by Paul Sloane.** Having developed [Playing Lean](https://playinglean.com/?ref=pesec.no), an award winning board game for teaching innovation, it should come at no surprise that I am a proponent of leveraging games and playing of improving businesses, products, and results. Paul offers a great explanation of how play works well in business environment through pattern disruption.
2. [**The Living Strategy**](https://clarity.holgernilspohl.com/blogs/news/the-living-strategy?ref=pesec.no) **by Holger Nils Pohl.** A [good strategy](https://www.pesec.no/what-makes-a-good-strategy/) is a mixture of policy and action designed to surmount a high-stakes challenge. Strategy formulation process should results with alignment and decisions, but it most often results with nothing but a document. Holger shares a process to achieve the former.
3. [**Lost confidence**](https://longform.asmartbear.com/confidence/?ref=pesec.no) **by Jason Cohen.** Corporate innovation is about investing in a portfolio of initiatives of varying risk profiles and differing upsides (ideally attractive). We make decisions based on assumptions and educated guesses about the final outcome, with certain level of confidence. This confidence should be built on evidence and insight derived from experimentation. But we still, in essence, make an informed guess about the confidence level itself. Jason shares his process, and why he switched from attempting to quantify confidence to focusing on customer impact instead.
4. [**Why “Cost of Failure” Is One of the Most Important Innovation Accounting KPIs**](https://weareoutcome.co/blog/why-cost-of-failure-is-one-of-the-most-important-innovation-accounting-kpis/?ref=pesec.no) **by Dan Toma.** Paying attention to cost of failure helps us surface gaps in experimentation skills, directs executives to fund experiments and exploration instead of "winners," measure cost of learning, and determine realistic goals for innovation ROI. Dan offers few more reasons as well.
5. [**On being demanding**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-7-july-2026/) **by Bruno Pešec \[subscriber exclusive\]**. High innovation performance, high standards, high demands: these are all needed to attain excellence. But there is more than one way to achieve so, and more importantly, achieve so without being demeaning.
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### The legitimacy fallacy
URL: https://www.pesec.no/the-legitimacy-fallacy/
Last updated: 2026-07-14T07:00:26.000Z
Don't confuse winning, securing, negotiating, or publishing an innovation mandate for the actual work of innovation. It is not a golden ticket that will open all the doors, unlock resources, and turn nos into yeses. Treat it as a formality it is, be satisfied with "good enough," and focus on building your legitimacy through champions and results.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Living Strategy
What do you do when the plan no longer fits and the decision cannot wait? Join Holger Nils Pohl and me in Cologne on 7 October to find out. Three hours, hands-on, small group of senior peers. Early bird €300 while it lasts. [Register here.](https://link.pbsc.no/lOqr?ref=pesec.no)
### Playing Lean Facilitator Training
If you help others learn how to innovate, this is for you. Join me in Frankfurt on 12 October for a full day of Playing Lean Facilitator Training: hands-on practice, personal feedback, certification, and the complete facilitator toolkit. €400 until 12 September. [Register here](https://www.pesec.no/playing-lean-facilitator-training-2026-frankfurt/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The opportunity helix
URL: https://www.pesec.no/the-opportunity-helix/
Last updated: 2026-07-13T05:00:17.000Z
Innovation, as an outcome, is something new that creates value. It can be in a form of a new product, service, venture, business, so on and so forth. From process perspective, innovation is about transforming ideas into tangible value.
In order to do so, we have to have practices for discovering opportunities, as well as practices for capitalising on those opportunities. These two practice areas are not linear, e.g. discovery » capitalisation. Rather, they are entwined and interconnected, much like a double helix.
There ought to be a continuous opportunity discovery process, in order to allow us to match the promising opportunities with the right ideas and resources, in turn giving us a chance to capitalise on them. There is little room for a fixed, closed systems in such a set-up. Instead, we must establish a flow of information, so we can act in time, and make the best possible decision we can.
### The Real Startup Book
URL: https://www.pesec.no/the-real-startup-book-second-edition/
Last updated: 2026-07-09T06:03:13.000Z
**The Real Startup Book** was one of the early Lean Startup resources based on the contributions of many practitioners from the field. Despite its name, it is useful to both entrepreneurs and innovators in established organisations. At its core, it is a cookbook of many different methods for testing ideas—i.e. designing, running, and learning from [lean experiments](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/)—packaged in one book. It is an indispensable tool for innovation professionals across the globe.
I am happy to share that the updated and revised second edition had been published recently. It is available on Amazon in [paperback](https://www.amazon.com/Real-Startup-Book-product-customers/dp/B0H6FY7986?ref=pesec.no), [hardback](https://www.amazon.com/Real-Startup-Book-product-customers/dp/B0H6J35JHP?ref=pesec.no), and [ebook](https://www.amazon.com/Real-Startup-Book-Product-Customers-ebook/dp/B0H18XH5JR?ref=pesec.no) formats, and from Kromatic website as an [online reference](https://kromatic.com/real-startup-book/foreword-second-edition/?ref=pesec.no) and a [PDF](https://kromatic.com/download/the-real-startup-book?ref=pesec.no) ([alternative download](https://app.box.com/s/9to21795lqaiputgig2u40cih0nsemve?ref=pesec.no)).
The book is quick and easy to use. First we check a two by two matrix called *index of questions* to see if we are trying to learn more about market or product, and if our questions if more of generative or evaluative nature. Once we know what we are inquiring into, we check the *index of methods* to see a list of appropriate experiments. Then we quickly skim through them to determine which fit our use case, and go from there.
Index of questions
Index of methods
Here is a full list of methods by quadrant:
- Generative market research:
- AI-Moderated Interview at Scale
- Pain Point Sorting
- Contextual Inquiry
- Discovery Interviews
- Data Mining
- Customer Support Analysis
- Search Trend Analysis
- Web Traffc Analysis
- Experience Sampling
- Focus Groups
- Open-Ended Survey
- Social Media Campaign
- Storyboard the Pain
- Synthetic Persona Screening
- Evaluative market experiments:
- Closed-Ended Survey
- Comprehension Test
- Secondary Market Research
- Value Proposition Test
- Relabel Test
- Broken Promise Test
- Crowdfunding Test
- Event Test
- Fake Door Test
- Flyer Test
- High Bar Test
- Landing Page Test
- Landing Page (Extended) Test
- Mock Sale Test
- Online Ad Test
- Pop-Up Store Test
- Pre-Sales Test
- Referral Program Test
- Sales Pitch Test
- Video Test
- Generative product research:
- Analog/Digital
- Ask an Expert
- Competitive Analysis
- Competitor Usability Testing
- Concierge Test
- Demo Pitch
- Pocket Test
- Dogfooding
- Picnic in the Graveyard
- Prioritization
- Buy a Feature
- Card Sorting (Features)
- Product Box
- Speed Boat
- Solution Interview
- Storyboard the Solution
- Evaluative product experiments:
- Dashboards
- Net Promoter Score (NPS) Survey
- Prototyping
- Paper Prototype
- 3D Print
- Clickable Prototype
- Life-Sized Prototype
- Mash-up
- Single Feature MVP
- Vibe-Coded Disposable MVP
- Product-Market Fit Survey
- Usability Testing
- Wizard of Oz
Get **The Real Startup Book** from Amazon in [paperback](https://www.amazon.com/Real-Startup-Book-product-customers/dp/B0H6FY7986?ref=pesec.no), [hardback](https://www.amazon.com/Real-Startup-Book-product-customers/dp/B0H6J35JHP?ref=pesec.no), and [ebook](https://www.amazon.com/Real-Startup-Book-Product-Customers-ebook/dp/B0H18XH5JR?ref=pesec.no) formats. It is also available for free on Kromatic website as an [online reference](https://kromatic.com/real-startup-book/foreword-second-edition/?ref=pesec.no) and a [PDF](https://kromatic.com/download/the-real-startup-book?ref=pesec.no) ([alternative download](https://app.box.com/s/9to21795lqaiputgig2u40cih0nsemve?ref=pesec.no)).
### Caustic arrogance
URL: https://www.pesec.no/caustic-arrogance/
Last updated: 2026-07-07T07:00:26.000Z
When offering solicited help we ought to assume the asker is capable, competent, and aware of their condition. Assuming they are somehow "broken" or "less capable" because they reached out is beyond arrogant.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Welcome problems
URL: https://www.pesec.no/welcome-problems/
Last updated: 2026-07-06T05:00:01.000Z
There is no greater gift than a customer with a problem.
When such opportunity presents itself, we ought to jump right in and learn as much as we can:
- Why is this a problem? What makes it a problem?
- What is the impact of this problem? Both quantitatively and qualitatively?
- How frequently does this problem manifest?
- What are the symptoms and what are the causes?
- What has been done about this problem thus far? Why? How?
- What is different now?
Through the above we have an opportunity to create enduring value not only for the customer with the problem, but any other customer—current or probable—who might face the same or sufficiently similar problem as well.
That is how we increase the speed of innovation, while lowering the cost of innovation, and delivering value to all stakeholders. And isn't that just brilliant?
### Better dialogue, better results
URL: https://www.pesec.no/better-dialogue-better-results/
Last updated: 2026-07-02T06:54:28.000Z
Speaking with each other is one of the most common activities we engage in when we wish to innovate, enact change, and transform reality. Therefore, it is well worth our time to become better at it.
A path towards improvement is to become aware that (i) speaking is acting, (ii) dialogue includes listening and speaking, and (iii) there are different parts of speech.
Let's take each in order.
Most powerful way to enact change is to match words with deeds. But that does not mean that speech by itself is not taking action—imagine a leader motivating their people or clarifying strategy, or an innovator speaking with customer about their needs, or a manager discussing different ways to overcome an issue. All of the aforementioned are primarily dialogue-based, and all of them are taking action.
Speaking with others also includes listening to others, i.e. engaging in a dialogue. Besides voicing and listening, we also ought to consider suspending, allowing time for reflective silence, and respecting, accepting that others might have different thoughts, perspectives, and opinions.
Finally, awareness of four parts of speech allow us to meet each other where we are. These are framing (providing context), advocating (explicitly stating course of action), illustrating (painting a vivid image with words), and inquiring (asking to learn). Framing and illustrating are creating fertile ground for advocacy and inquiry; understanding who is using which part of speech helps us clarify the situation, diffuse unproductive conflict, and move forward.
Now that you are aware of the above three practices all that is left to do is paying attention to them. The rest will follow.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-7-july-2026/
Last updated: 2026-07-14T06:53:46.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Being Demanding
“It was horrible. I wanted to yell back. I wanted to cry.”
An acquaintance recounted her time working as a restaurant manager in a Michelin starred restaurant. She was primarily responsible for front of the house. But her real job was being the employees’ bulwark against chef’s wrath.
She remembered a situation when the chef summoned her to the open kitchen. The restaurant was packed. He was unhappy with an orientation of asparagus, or something like that. Perfection was his middle name.
His neck veins nearly popped; his spittle was all over; his voice reverberated throughout the establishment.
_This post is for subscribers only._
### Unspoken, unseen
URL: https://www.pesec.no/unspoken-unseen/
Last updated: 2026-06-30T07:00:08.000Z
There is work as documented, work as described, and work as done. The first is written, the second is orally transmitted, and the third is enacted. The last one can only be observed; the opportunity hides in the difference between what is done and what is said.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Three principles for coaching innovation teams
URL: https://www.pesec.no/three-principles-for-coaching-innovation-teams/
Last updated: 2026-06-29T05:33:24.000Z
Here are three simple operating principles for developing people working on/in innovation projects, ventures, and teams:
1. **Let them fail.** Coach should do their best to create an environment and conditions within which it is safe to fail because failure is the most fertile ground for learning. We humans can be very stubborn, and won’t give up our ideas easily—unless we personally experience failure. If a coach thinks that failure may be harmful, then they should intervene.
2. **Never do it for them.** The moment we agree to do something for the team we have terminated the coaching relationship. A coach can do something—e.g. design an experiment, revise a business model, sit in on a customer meeting—with the team, but not for or instead of them. Demonstration is fine; delegation is not.
3. **Forget Socratic questioning.** Asking a question when you know the answer is a waste of everyone’s time. It is also rude, condescending, and infantilising. There is no quicker way to lose face with a team one is trying to develop a relationship with. We should treat each other respectfully, as peers and adults. If we know the answer, say so, if we don’t, ask.
Above might seem, and feel slower, at the moment. It is actually an investment in the future because we are focusing on developing enduring skills and capabilities, that people can apply in the future as well. And that's what it is really about—acquiring and polishing ability to innovate, so we can really capitalise on the opportunity when we spot it.
### On innovation, revenue, and profits
URL: https://www.pesec.no/on-innovation-revenue-and-profits/
Last updated: 2026-06-25T05:00:42.000Z
I've had the pleasure of discussing profitable innovation with Jonathan Irabor of the The Uncommon Minds Experience podcast. We talked about:
- what "profitable innovation" actually means,
- why most companies confuse activity with progress,
- the structural reasons large organisations fail at innovation,
- how to spot "innovation theater" (and what to do instead), and
- how to build an innovation capability that does not collapse when you stop championing it.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/%E2%82%AC1-billion-in-new-revenue-bruno-pe%C5%A1ec-on-profitable/id1896713423?i=1000771663726&ref=pesec.no) or using the player below:
### Thick insight
URL: https://www.pesec.no/thick-insight/
Last updated: 2026-06-23T07:00:19.000Z
When running a business experiment we want to learn *why* people do what they do, not merely *what* they do. If we only learn the latter, then our insight is thin; but if we come to understand their intent, motivations, and context, then we have actionable, thick insight.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Continuous discovery
URL: https://www.pesec.no/continuous-discovery/
Last updated: 2026-06-22T06:34:50.000Z
Succeeding with corporate innovation means investing in a portfolio of ideas, big and small, incremental and radical. Incremental ideas build the innovation muscle, develop the capabilities, and position you for future moves. Radical ideas develop frontier insight, even if they ultimately fail, and, when successful, pay off for the rest of portfolio and then some. They usually either create a new or resegment an existing market.
The underlying principle is that a generous quantity of ideas must be continuously flowing through the system so we have the greatest chance to achieve our innovation ambitions. Quality ideas, at the very minimum, have clear answers to who are they for, how do they make the difference, and what makes them a good fit for the company. Best ideas are about capitalising on identified opportunities.
That's why the discovery should be a continuous process: always listening in on the market, paying attention to signals, connecting the dots, identifying patterns, interacting with customers, suppliers, vendors—everyone in the ecosystem, so on and so forth. This will ensure our idea generation process is targeting relevant opportunities, enabling us to create true possibilities.
### On making corporate innovation work
URL: https://www.pesec.no/on-making-corporate-innovation-work/
Last updated: 2026-06-18T05:53:42.000Z
I've recently discussed why most companies fail at innovation and how can they fix that with Aro Benaiah of the The Making of Me podcast. We talked about:
- the biggest misconception companies have about innovation,
- why heavy investments in innovation often fail to pay off,
- why it's not about having creative people or big ideas it's about creating the right processes and environments,
- why focusing on flow matters more than just collecting ideas, and
- how to unlock real, measurable value from your innovation efforts.
You can listen to the episode [here](https://open.spotify.com/episode/2aj0xOVU3gsEQzC2GV75lj?ref=pesec.no) or watch it using the player below:
### Zygotic process
URL: https://www.pesec.no/zygotic-process/
Last updated: 2026-06-16T07:00:43.000Z
Seeds of a breakthrough idea have been sown years ago. What seems like an *eureka!* moment would be impossible without all the work, insight, and experience that preceded. Best innovations come from immersion.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The Innovation Booster #6
URL: https://www.pesec.no/the-innovation-booster-006/
Last updated: 2026-06-15T07:00:12.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on corporate innovation, performance management, creativity constraints, durable business models, and enduring primacy of demand:
1. [**Corporate Innovation Governance: A Practical Guide. Article 4 — Lessons learnt from launching an innovation vehicle (what actually makes it work)**](https://www.linkedin.com/pulse/corporate-innovation-governance-practical-guide-4-jurado-apruzzese-uw0ne?ref=pesec.no) **by Susana Jurado Apruzzese**. Last post in Susana's series of sharing her experience with corporate innovation at Telefónica. Her lessons learned are very much aligned with best practice I have seen amongst my clients: have clear innovation objectives, be aligned with business strategy, experiment, ensure top management support, measure value (mandatory), focus on culture and processes.
2. [**Why Traditional Performance Management Kills Innovation**](https://weareoutcome.co/blog/why-traditional-performance-management-kills-innovation/?ref=pesec.no) **by Cris Beswick**. We want to reward good behaviours and results. We want to discourage bad behaviours and results. Cris makes a compelling argument that contemporary approach to assessing and managing performance is ill-suited for developing a culture of innovation.
3. [**Customer Outcomes Are the Constraint That Makes Your Team More Creative**](https://revealgrowth.com/customer-outcomes-are-the-constraint-that-makes-your-team-more-creative/?ref=pesec.no) **by Urquhart Wood**. Most people feel overwhelmed when staring at a blank canvas, white space, or open field. "Think outside the box" is only useful if you know what the box is. Hence, first step is to get intimate with the box and constraints it introduces, so creativity and imagination can be used to innovate. Urqo explains how customers' needs can be leveraged as constraints to drive creativity.
4. [**Amazon’s Durability**](https://stratechery.com/2026/amazons-durability/?ref=pesec.no) **by Ben Thompson**. Although many articles, case studies, and books have been written about Amazon and Jeff Bezos, I find that most still miss one of the fundamental, simple truths: Amazon's best business were built on fixing their own problem(s) and then monetising that. AWS is the best example. In this post Ben provides a good summary, and then shares his thoughts on what might Amazon be aiming for with its AI investments.
5. [**On Why Demand Trumps Everything**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-6-june-2026/) **by Bruno Pešec \[subscriber exclusive\]**. We *know* how bad innovation process looks like: solution in a search of a problem. And yet we keep repeating the same mistake. Recent investments by OpenAI and Anthropic show the same pattern at unprecedented scale in billions of dollars. In this article I draw a parallel with a salesman from the 19th century and why demand still reigns supreme.
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### AI vampires
URL: https://www.pesec.no/ai-vampires/
Last updated: 2026-06-15T05:00:28.000Z
Couple of weeks ago [Marc Andreessen](https://en.wikipedia.org/wiki/Marc%5FAndreessen?useskin=vector&ref=pesec.no) shared how his friends were turning into "AI vampires." At first I expected it to be about becoming so engrossed with new technology that they sucked the life out of everyone else with their boring stories.
My expectations were quickly proved wrong—it turned out that Marc used the term to describe his friends loosing sleep because they used the new tech to become twenty times more productive. This in turn led them to resume working on numerous coding projects they abandoned years ago. Some were hobby projects (e.g. home automation), some were curiosity projects (e.g. single-purpose tools), and some were product related improvements (e.g. new features and functionality).
Apparently, all of them were so engrossed they began neglecting sleep, and thus they developed that signature pale look and puffy eye bags. There were no mentions of growing fangs or sucking on anything. Perhaps AI zombies would be a better name?
That aside, something fascinating happened last week. [Playing Lean](https://playinglean.com/?ref=pesec.no) website suffered a catastrophic failure and was taken out of commission. It was a WordPress installation and I guess that some plugin auto-updated and broke the whole thing. We were unable to login, and there was no backup available.
Then [Simen](https://www.linkedin.com/in/simenfur/?ref=pesec.no), in a moment of inspiration, used Claude Code to whip up a completely new website using nothing but plain HTML and CSS. We have been discussing that for months, but neither of us had time to sit down and do the work. Plus, I am not really a developer, but do know a bit of both of aforementioned.
Within two hours he had a completely functional website up. It was on brand, with our fonts, colours, and assets. The text was not optimal (first iteration re-wrote content from old website), but everything was here. Within a day we had set up a working workflow with Slack, Claude Code, and GitHub. By the end of the week we had a polished website and a functional workflow.
And I found myself slightly more vampiric. I couldn't stop thinking about many ideas we had for Playing Lean website over the past decade. And now I was naught but a mere sentence away from doing so. Indeed, I staid up late at night tweaking code left and right, instead of getting the much needed sleep...
This experience confirmed something I have been seeing with my clients as well: those that have good command of underlying structures, can provide clear direction and guidance, and are aligned on desired outcomes, achieve much better results from using AI technologies.
Now excuse me, I'm off to sunbathe and enjoy some garlic bread.
### On creativity and curiosity
URL: https://www.pesec.no/on-creativity-and-curiosity/
Last updated: 2026-06-11T05:00:16.000Z
I've had the pleasure of discussing creativity, curiosity, and profitable innovation with Peter Omoigiate of the The Divergence Room podcast.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/innovating-profitably-bruno-pe%C5%A1ec-on-strategy-lean/id1890140827?i=1000771379071&ref=pesec.no) or using the player below:
### Red tape
URL: https://www.pesec.no/red-tape/
Last updated: 2026-06-09T07:00:31.000Z
Innovation governance that does not accelerate progress, reduce risk, and ensure attractive returns on investment is nothing but glorified red tape.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Scaling signals
URL: https://www.pesec.no/scaling-signals/
Last updated: 2026-06-08T06:22:56.000Z
"Is it time to scale?"
Every innovation team, if successful, will eventually scale. But scaling too early is extremely risk and can bring down the whole venture due to additional expenses and focusing on unvalidated assumptions.
Corporate innovation teams are at most risk because they are usually pushed to scale as quickly as possible. To that, I want to stress that the quality of work preceding the scaling phase has significant impact on both overall success and profitability of venture in question.
I've seen it happen again and again—a shortcut here and there, "we'll fix it when we get to it," "research said," so on and so forth—which postpones critical insight work to later phases. Insight that makes teams make suboptimal decisions, which later cause delays and expenses and frustrations.
While every company is different, and every innovation team is unique, here is a simple five item checklist that can be used to assess if it is the right time to scale:
- **Market opportunity validated.** We can articulate the customer's profile, including their need (as problem, desired outcome, or job); we can address the need (product and service mix); the market size matches our ambitions; and we have a mix of qualitative and quantitative evidence for all of the aforementioned.
- **Good grasp of industry challenges.** We can articulate key trends impacting the customers at macro and micro level, on both supply and demand side (e.g. industry GPS chart, value curve with leading suppliers, etc.); we know how they impact the customer (e.g. we can rank them); and we are aware of what might (or is) driving change in the industry.
- **Customers buying product for known reason.** We know, with high level of confidence, how and why customers buy our product: we know the buying trigger, the decision making process, different people involved in process (e.g. if there is a user, technical buyer, economic buyer), and their decision making criteria.
- **Customer demand bigger than supply.** When demand outpaces supply, then we know we have a very strong signal that we might have reached the product/market fit, especially if we have validated the market opportunity and know why customers buy. And yes, it is quite possible that even a large enterprise is unable to meet the demand early on. Remember, innovation teams rarely have the resources of the whole enterprise behind them—meaning they are constrained in how much they can provide. That is a not a bad thing.
- **Functioning business model with known levers.** We can articulate the (i) value proposition for the customer, (ii) resources and processes required to create and deliver it, and (iii) profit formula to achieve and attractive return. In other words, we know the key drivers in our value model, operating model, and profit model. Additionally, we know which growth engine (sticky, viral, paid) works best with our business model, and we have identified best traction channels.
*How many items do you need checked off before you commit to scaling?*
All of them if you want to grow profitably.
*What if the demand is not bigger than the supply?*
Then you must have a feasible, evidence-backed, demand creation plan.
*Why is it all about customers? What about internal procedures, legal, IT, procurement, etc.?*
Great majority of innovation initiatives fail because they fail to meet the customers' needs. By deeply understanding them, we can create value for them. If we can't, then nothing else really matters.
*We are almost there, we plan to scale any day now.*
The least expensive time to fix mistakes is early. By investing a little bit of time and resources now, we are significantly increasing our odds of success whilst reducing the investment risk as well. Think of it as paying for an option to invest. If it is promising, then, and only then, we invest in scaling. If not, then we spent the money and time to confirm this isn't worth further investment.
Win-win.
### On the discipline of innovation
URL: https://www.pesec.no/on-the-discipline-of-innovation/
Last updated: 2026-06-04T06:39:26.000Z
I've recently discussed innovation practice, discipline, creativity, and failure with Oti Jay of the Infinite Dialogues podcast.
We talked about the difference between creativity and discipline, why innovation often fails in established companies, and how leaders can navigate uncertainty without losing clarity or momentum. We also explored the role of failure, organisational fear, and the inner skills required to lead through complexity.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/innovation-as-discipline-leadership-complexity-profitable/id1861271503?i=1000760679133&ref=pesec.no) or using the player below:
### Opportunities abound
URL: https://www.pesec.no/opportunities-abound/
Last updated: 2026-06-02T07:00:54.000Z
At any given moment there are at least hundred growth opportunities hidden in plain sight. One only needs to open their mind and unleash curiosity upon the world to find them.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-6-june-2026/
Last updated: 2026-06-13T21:04:17.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## **On Why Demand Trumps Everything**
The dark gray plastic was cold to the touch. The surface was slightly sticky. Running my fingers over it confirmed that it gently bulged upwards. Although I was unsure what might be the problem, I was quite sure that something growing in size within laptop surely cannot be good.
After some research, I identified the lithium battery as the most likely culprit. Now, this being an ultrabook—one of those ultraslim business laptops—meant that the only way to remove the battery was to disassemble the laptop. And so I ordered a replacement unit, as well as special tools for working with such fine components.
Cold sweat rolled down my neck and forehead on the day of the operation. I prepared as much as I could. I watched videos. Read and re-read the manual. Studied schematics. Prepared an area for all the different screws. And then I got to work.
_This post is for subscribers only._
### Strategic and tactical innovation management
URL: https://www.pesec.no/strategic-and-tactical-innovation-management/
Last updated: 2026-06-01T06:34:53.000Z
Different layers of the organisation have different [tasks](https://doi.org/10.1111/joms.12874?ref=pesec.no) when it comes to innovation.
Executives worry about funding, returns, and strategy. Managers focus on orchestration, matchmaking, and collaboration. Front line generates, tests, and develops ideas.
Each layer requires different tools and [measures](https://www.pesec.no/27-innovation-metrics-you-must-measure/) to efficiently manage their work.
At the executive layer we ought to be measuring [portfolio](https://www.pesec.no/quickstart-innovation-portfolio-management/) of all innovation investments, keeping track of portfolio distribution, new product vitality index, efficiency of innovation investment, innovation profitability ratio, and similar.
At the managerial layer we should be focused on measuring the innovation [funnel](https://www.pesec.no/know-thy-innovation-funnel/), looking at aggregate metrics such as number of ideas per stage, average cost indicators, average time spent per stage, average estimated value-to-cost ratio, and similar.
At the operational layer we have dual set of measures, one of the idea itself and one for the [team](https://www.pesec.no/quickstart-innovation-teams/) so we know we are on the right track. Risk-adjusted value-to-cost ratio and [AARRR](https://app.box.com/s/ya778xdiwdjfgccv11ishr034t7kpwsg?ref=pesec.no) are good example for the former, while learning velocity and time spent are fine examples of the latter.
A healthy innovation ecosystem will tend to all of the above, allowing everyone to meaningfully contribute to organsiation's innovation efforts.
### On embodied collaborative developmental action inquiry
URL: https://www.pesec.no/on-embodied-collaborative-developmental-action-inquiry/
Last updated: 2026-05-28T05:00:36.000Z
Jacqueline van Paasen and myself discussed our [*Embodied Collaborative Developmental Action Inquiry to Become More Reflexive Research-Practitioners in Action*](https://www.pesec.no/improving-reflexivity-through-embodied-action-inquiry/) paper with Tomas Boatwright of the AR+ Yes-And Podcast.
We want to begin by thanking Tomas for hosting us with such generosity and depth, and the [Action Research Plus Foundation](https://actionresearchplus.com/on-becoming-more-reflexive-research-practitioners-in-action/?ref=pesec.no) for creating the space in which this conversation could take place. Tomas's questions opened territory we had not anticipated, and his patience with our digressions allowed us to think aloud and explore the topics in depth. We are grateful, too, to the listeners and readers of this work who are part of how it continues to develop.
Tomas guided us through a roughly two-hour discussion of our jointly authored paper. We reflected on how a sustained co-inquiry practice (fourteen cycles of action and reflection over roughly three years with our doctoral cohort, followed by four further groups we each hosted in external contexts) deepened our capacity for reflexivity. We tried to be honest that we hold reflexivity not as a static declaration of positionality but as a continuous, embodied practice of noticing how personal history, culture, and bodily conditioning shape what becomes perceivable and sayable in the moment of inquiry.
The dialogue moved between methodological scaffolding (Torbert's four territories of experience, Heron's typology of participation, Schön on reflection-in-action) and candid disclosure of what broke when the practice met clients, corporate cultures, and participants without doctoral-level conceptual fluency. We tried throughout to treat our own missteps as data and to offer the work transparently for others to adapt critically.
We came away from the conversation more aware of our own missteps and more curious about the limits of our frameworks. If anything in our work proves useful to readers and listeners, we would be glad to hear how you have adapted it in your own context. Once again, our thanks to Tómas, to the AR+ team, and to everyone who has engaged with the paper. We continue to learn from the conversation.
You can listen to the episode [here](https://soundcloud.com/hilary-bradbury/jacqueline-van-paassen-and?ref=pesec.no) or using the player below:
[Hilary Bradbury](https://soundcloud.com/hilary-bradbury?ref=pesec.no "Hilary Bradbury") · [Jacqueline van Paassen and Bruno Pešec](https://soundcloud.com/hilary-bradbury/jacqueline-van-paassen-and?ref=pesec.no "Jacqueline van Paassen and Bruno Pešec")
Since it is a two hour long episode, we offer a summary of key themes we discussed below, as well as the raw transcript. Do note that transcript was machine generated and might contain inaccuracies.
## Key themes we explored
### 1\. Reflexivity as embodied, ongoing inquiry
We treat reflexivity as the cornerstone quality criterion of action research, and we insisted in the conversation that it must exceed the listing of identities common in published work. Drawing on Schön, Bruno framed it as reflection on reflection in action: where reflection notices the gap between intended and actual behaviour, reflexivity notices how we noticed that gap. Jacqueline pushed the definition further, arguing that the practice also exceeds Heron's critical subjectivity and intersubjectivity. The lived question we keep returning to is: *how am I, right now, shaping what is sayable, perceivable, and possible in this inquiry?* The practice is therefore an embodied noticing in real time. Sensing a tightening in the chest when conflict looms. Catching the urge to withdraw or to dominate. Observing the moment when one's voice has taken too much space. We hope to make the location of self a living inquiry rather than a paragraph in a methods section.
### 2\. The craft and challenge of forming co-inquiry groups
In the paper we describe five inquiry groups, and the conversation gave us room to trace what each one taught us.
- **Our first group (the doctoral four)**: heavy upfront investment paid off. We spent two to three sessions on a charter that included "ethics in practice", "ethically important moments", and "what do we want to experience". The cultural diversity of the group (four nationalities, none of us living in our country of origin) gave us ready material for noticing enculturated triggers. We deliberately worked toward what we call *brave space* rather than merely safe space: a space in which participants surface what feels ridiculous, raw, or out of place precisely because it is arising.
- **Bruno's two dyads**: same process, divergent outcomes. One worked. The other fell apart. On reflection, Bruno located the failure in having accepted a premature yes on political participation without further inquiry.
- **Jacqueline's first PhD group (her "pilot")**: she now reads this as a single cycle of inquiry rather than a clean failure. No individual onboarding conversations, unclear expectations, and participants who defaulted to talking about clients rather than themselves.
- **Jacqueline's second group**: individual conversations beforehand, daily between-session embodied practices, and a commitment to "speaking from" rather than "speaking about" experience. This became her PhD principal group.
The methodological lesson we keep encoding is Heron's distinction between epistemic participation (everyone has lived experience in the inquiry) and political participation (everyone can shape question, methods, scope). Our practical claim is that political participation cannot be granted or instructed, only invited through radical transparency of process. The familiar pattern where researchers identify a problem, locals join, and "when the researchers leave, research dies" is, for us, evidence of participation achieved only in appearance. We have come to believe that the facilitator must themselves *become* an invitation: their embodied comfort with emergence is what makes brave space materially available, beyond what any written charter can deliver.
### 3\. Embodiment as the nexus of knowing and acting
For listeners less familiar with Torbert, we used the conversation to lay out the two practical scaffolds we work with.
| Element | Components | Purpose in practice |
| ------------------------------ | ------------------------------------------------------------- | ------------------------------------------------------------------------------------ |
| Four territories of experience | Outside world; own behaviour; thinking and sensing; intention | Differentiating layers of observation when journaling or reflecting in the moment |
| Four parts of speech | Framing; illustrating; advocating; inquiring | Matching speech act to situation; not hierarchical, not "advocacy bad, inquiry good" |
Our principled departure from Torbert is to insist that the body is not a parallel territory but the underlying foundation on which all territories rest. Cognition depends on bodily engagement with the world, and meaning-making is therefore embodied throughout. Pre-reflective bodily patterns, sedimented through culture and early life, shape what we even allow ourselves to perceive. Bruno noted the irony, common in this literature, that there is a great deal of writing on embodiment that is itself disembodied. Bruno's own access route is roughly thirty years of martial arts; Jacqueline's is somatic and relational practice. We shared one illustration from inside our inquiry group: one of our co-inquirers, whose cultural shaping made conflict particularly charged, proposed that humour in the group might be masking unaddressed conflict. The observation was simultaneously a genuine insight and a lens shaped by his own embodied history. We treated such moments as the working material of inquiry rather than as noise.
### 4\. Power dynamics and the danger of action research
Bruno opened this section bluntly by saying that action research is dangerous, precisely because when it succeeds at equalising power within the inquiry, it can leave participants aware of injustices they cannot yet act on, which is itself a form of harm researchers must reckon with. Jacqueline then offered what may have been the conversation's sharpest disagreement between us, challenging Bruno's "doing it right" framing and arguing that fully mutual inquiry is a myth, because the primary researcher always retains subtle power regardless of intent. She gave a personal example, naming Bruno's early dominance as a confident male voice, and Bruno's self-chosen developmental edge of "becoming more permeable" by deliberately speaking later in group sessions. Bruno added a counter-example of how unilateral self-disclosure used to demand reciprocity is not equalisation but coercion. Where we converge is on the operative task: surface power explicitly, attend to who is speaking and who is withholding, and weave that observation into the inquiry itself rather than pretend it has been resolved.
### 5\. Practical and personal trajectories
The work has already shifted our professional practice. Jacqueline has moved from individual coaching toward hosting relational circles in corporate settings, where people are invited to speak to patterns rooted in shame or early conditioning. She has observed that releasing the effort of "managing" these hidden parts liberates energy and supports a more humane workplace. Bruno is integrating the findings into his doctoral thesis on innovation, treating the body as the nexus of practice, inquiry, and engagement with uncertainty. Innovation work, like action research, demands tolerance for the unknown, and attending to the body can unlock a more flexible, creative range of responses.
The closing advice we gave ourselves was brief and characteristic. Bruno: pause, take a break. Jacqueline: trust your own voice while holding it humbly, and keep widening the circle of co-inquirers, because the kind of insight we care about only emerges in relationship.
## Transcript
\[Tomas\]: Hello, listeners.
\[Tomas\]: Welcome.
\[Tomas\]: This is Action Research Journal with the Yes, Ann podcast.
\[Tomas\]: And I am Tomas Boatwright.
\[Tomas\]: I'm going to host our conversation today with Jackie Van Passen and Bruno Besitz.
\[Tomas\]: Today, we're going to talk about
\[Tomas\]: We are going to discuss their article, Embodied Collaborative Developmental Action Inquiry to become more reflective research practitioners in action.
\[Tomas\]: I'm really excited for this conversation today.
\[Tomas\]: Hello and welcome to the Action Research Yes And Podcast.
\[Tomas\]: This is a podcast for and by action researchers who are helping transform a world of social and ecological crisis.
\[Tomas\]: Here you meet the scholar practitioners who are responding to crisis by creating human-centred social transformations.
\[Tomas\]: We dig into specific practices and theories of action research, both to understand and to be inspired.
\[Tomas\]: All participative action researchers, wherever you are in your journey, may deepen your practice and understanding of this action-liberating approach to knowledge.
\[Tomas\]: We invite you to check out the additional blog and show notes at actionresearchplus.com.
\[Tomas\]: These podcasts are made possible by our team at the Action Research Plus Foundation.
\[Tomas\]: As we get started, I want to take a moment to read a short bio for our two guests today.
\[Tomas\]: Jackie is a doctoral candidate at Holt-Ashridge Executive Education.
\[Tomas\]: Her research adopts an embodied relational perspective on adult development, exploring how conditioning and deeply ingrained patterns shape practitioners' capacity to serve as instruments of growth,
\[Tomas\]: Jackie partners with global senior leaders to develop work environments and human systems that are fit for complexity and designed for flourishing.
\[Tomas\]: Bruno Pešec is a doctoral candidate at Holt Ashridge Executive Education.
\[Tomas\]: His research is focused on how people in large organizations innovate and create change for the better.
\[Tomas\]: He interweaves martial arts, cooperative inquiry, and creative analytical writing to generate embodied, participatory, and actionable insight.
\[Tomas\]: Bruno works as a trusted advisor to senior leaders, helping them drive profitable innovation at scale.
\[Tomas\]: Jackie and Bruno, thank you so much for joining us today.
\[Jacqueline\]: Thank you for having us.
\[Tomas\]: Yes, absolutely.
\[Tomas\]: So I just read a short bio for you, and I want to just ask, is there anything that you would like to add to the bio, given our context today, focusing on action research?
\[Tomas\]: Is there anything that I missed or that you would like to add?
\[Jacqueline\]: Maybe one thing in the context of our joint research, it might be relevant to mention that I was born in the Netherlands.
\[Jacqueline\]: I lived in the US for a few years, resided in Spain for 18 years, and I currently live in the UK.
\[Jacqueline\]: And I'm mentioning that because my experience living in a Latin country as a founder of an integrative health center,
\[Jacqueline\]: Also, as a partner in a boutique consulting firm, if there's anything I learned from immersing myself in another culture and very relevant for our research, we become really aware of these enculturated biases that reveal themselves in the interaction with others from a dramatically different culture.
\[Jacqueline\]: So I think that's interesting.
\[Jacqueline\]: Bruno can speak to that as well.
\[Jacqueline\]: And we'll suppose we'll come back to that when we speak about an inquiry group, but that has been a very important aspect.
\[Tomas\]: Absolutely.
\[Tomas\]: Yeah.
\[Tomas\]: What you're sharing with us is that sharing a little bit about your lens, right?
\[Tomas\]: And I imagine that lens, sorry if there's,
\[Tomas\]: That lens, you know, you're thinking about your lens particularly when you're working with different types of clients or leaders.
\[Tomas\]: And I would be curious, right, how you attune your lens for action research and particularly participatory action research.
\[Tomas\]: Bruno, is there anything that you would like to add?
\[Tomas\]: to that bio?
\[Bruno\]: Well, you did a wonderful introduction.
\[Bruno\]: So I think everything else will be discovered and explored over the next hour or so.
\[Bruno\]: So I'm really looking forward to it.
\[Bruno\]: I'm so happy to be here with you and Jackie.
\[Tomas\]: Thank you.
\[Tomas\]: All right.
\[Tomas\]: Well, let's get into it.
\[Tomas\]: The first question that I have for you.
\[Tomas\]: So we know that we're here for the Yes And podcast, Exploring Action Research.
\[Tomas\]: Both of you, Jackie and Bruno, are doctoral candidates currently.
\[Tomas\]: And
\[Tomas\]: So in your experience doing research and immersed in your doctoral programs, what does it mean to you to be an action researcher?
\[Tomas\]: And how are the experiences with this current project and in your education, how is that shaping your understanding of action research?
\[Jacqueline\]: Wonderful question.
\[Jacqueline\]: Let me start with, in general, I would say to be an action researcher means you focus on the interweaving of science and practice, doing research with others who have a stake in the issue at hand, you're exploring.
\[Jacqueline\]: You orient towards human flourishing rather than creating knowledge for its own sake.
\[Jacqueline\]: Let's put it that way.
\[Jacqueline\]: For me personally, it has evolved into continuous practice of attending to how I am with others, how I act with others, how that contributes or moves away from a more just and sustained and human forms of organizing and living.
\[Jacqueline\]: So it means the boundaries between
\[Jacqueline\]: being a practitioner, being a researcher and living my own life, the soften these boundaries becomes a continuous as Judy Marshall says, living life is inquiry, you cannot really leave that position as you step out of your research project.
\[Jacqueline\]: So being an action researcher is less about a role related to a project, a research product, and more a way of moving through the world to have responsibility, care and openness to being changed, I would say.
\[Jacqueline\]: Yeah.
\[Jacqueline\]: we can speak to that more in the relevant for our inquiry because this position is very important related to what we have been looking at the first time.
\[Tomas\]: Oh, go ahead, please, sorry.
\[Jacqueline\]: No, we'd love to hear Bruno first.
\[Tomas\]: Well, I just wanted to kind of zero in on the softening aspect that you mentioned between these dimensions of self, if you will, right?
\[Tomas\]: you know, as an action researcher, you're thinking about the problem and the solution.
\[Tomas\]: And I love your point about, you know, softening these maybe borders between like my position as a researcher, my everyday selves, right?
\[Tomas\]: And then other parts of myself.
\[Tomas\]: You soften it because you recognize that working with others might need to call in that part of yourself, you know, at home, because you have insight that might work with this new relation, with this other relationship.
\[Tomas\]: Yeah.
\[Tomas\]: I was just gardening before our interview.
\[Tomas\]: I like to kind of like round myself, if you will.
\[Tomas\]: And gardening teaches you a lot about patience and observation and different forms of communication, not necessarily verbal, but what your article talks about sense making.
\[Tomas\]: And I like to think that I bring those things into my professional life as an educator or as a researcher in my collaboration, particularly because I have figured out how to soften some of those boundaries, if you will.
\[Tomas\]: Bruno, I would love to hear how you're thinking about action research.
\[Tomas\]: Or what it means to be a researcher?
\[Bruno\]: I've been close to listening.
\[Bruno\]: I mean, obviously, I know, Jackie, we've been working together for years, but it's always fascinating, you know, listening and getting reacquainted again and again, you know, how people think about important concepts.
\[Bruno\]: my my work into action research has come from completely different directions so by training i'm an engineer and a standard is you know doing research on objects blowing stuff up hammering stuff you know tracking everything to figure out what works what what doesn't work and since that was the only way i knew how to do research i took that once i started working and i i approached people the same way
\[Bruno\]: You know, you're my little lab rats and I'm going to figure out, you know, what makes you work, what doesn't.
\[Bruno\]: And I relatively quickly understood, wait, wait, wait, wait, wait.
\[Bruno\]: This doesn't really make sense to me.
\[Bruno\]: Why am I researching something like I'm on the outside when I'm part of the change that is happening?
\[Bruno\]: And I kind of went looking for better ways to generate practical outcomes, to generate insight.
\[Bruno\]: And that is how I stumbled upon action research.
\[Bruno\]: So I know action research, you can have very broad definition, etc.
\[Bruno\]: But really, for me, what's the most important differentiator is that action research is research with people instead of on people.
\[Bruno\]: And that for me is super important because that resonated, because that's how I was approaching my work.
\[Bruno\]: That's how I was approaching my research activities, etc.
\[Bruno\]: And everything else is a bonus that focus on practical outcomes, on participatory action, on human flourishing.
\[Bruno\]: That's all wonderful.
\[Bruno\]: But to me, what really brings it together is that thing that we are at the same time concurrently researcher and participant.
\[Bruno\]: And that sounds so beautiful when I say it out now, but it's so difficult in practice that we already wrote three papers on it.
\[Bruno\]: So it's amazing and more difficult than it sounds.
\[Tomas\]: It can be messy.
\[Tomas\]: Exactly.
\[Tomas\]: And I appreciate your article because you both of you are approaching this, you know, action research, assessing what tools you have available and
\[Tomas\]: and how might you attune those tools, those mindsets, those skills to, not necessarily do better work, but to support the work, to support the work so that it can be as full as possible.
\[Tomas\]: And to also not overlook,
\[Tomas\]: you know, the researchers' impacts, you know, as you brought up, right?
\[Tomas\]: Like we're part of whatever change happens, you know, on the other end.
\[Tomas\]: And so to be sensitive to all of those dynamics that are sort of at play in the messiness and the beauty of action research.
\[Jacqueline\]: Maybe one interesting point because Bruno alluded to this
\[Jacqueline\]: it sounded like I came to action research as a fully informed being, but I came from the same position as Bruno.
\[Jacqueline\]: I had studied, I had a master in health care management and policy and health sciences.
\[Jacqueline\]: Okay, organizational coaching and leadership, but focusing on elite performance.
\[Jacqueline\]: So a very positivist,
\[Jacqueline\]: take on on the world there's a there's a world out there that can be studied independently of who we are and what we bring to the world and starting this doctorate really opened my perspective of how narrow of a
\[Jacqueline\]: worldview i was holding and so the perspective that i alluded on earlier that that was more of an action researcher in the last few years but definitely what not one i came in with it was very confusing in the beginning yeah we we evolve and and you allude to this in the article right um
\[Tomas\]: And I think, um, uh, again, that's what I appreciate about your work, like getting more comfortable with the evolution and that process.
\[Tomas\]: Um, and then also attributing a, uh, analytic eye to, to that, to the evolution.
\[Tomas\]: Um,
\[Tomas\]: And you, so let's start talking about your action research, specifically your recent publication.
\[Tomas\]: You actually lay out.
\[Tomas\]: So my question for you is clarify your intention in doing this work.
\[Tomas\]: And you actually lay out your intentions.
\[Tomas\]: You consistently keep on coming back.
\[Tomas\]: Like, this is what we sought out to do.
\[Tomas\]: And this, you know, you're sort of reckoning with an aspiration to be much more present in the research.
\[Tomas\]: much more aware of sort of like, you know, what processes are happening.
\[Tomas\]: But for our listeners, can you share a little bit more about your intentions with this piece?
\[Jacqueline\]: Bruno, you start.
\[Bruno\]: I'd be happy to.
\[Bruno\]: At its simplest, what triggered the research that we are sharing in this paper was a little bit selfish.
\[Bruno\]: As Jackie said, when we came, when we discovered action research and we started wrestling with this messy and sometimes challenging and confusing new paradigm, confusing way of generating insights,
\[Bruno\]: What's valid now?
\[Bruno\]: How can we trust what we learned?
\[Bruno\]: There were so many questions and there's this huge abundance of both epistemological approaches and also methods.
\[Bruno\]: And since this is, after all, action research plus yes and, when we talk about methods, there is methods with little m, for example, all different journaling narratives, etc.
\[Bruno\]: And there's methods with big M,
\[Bruno\]: cooperative inquiry collaborative inquiry action inquiry you know name them so there's this huge breadth of things you could do and this is where we started okay we respect this we understand that this is important but what we want to zone in is that small little bit reflexivity because reflexivity is where we all
\[Bruno\]: We felt it was important for the quality of action research as a researching practice, but we struggled with being able to articulate, okay, but how do you do this reflexivity?
\[Bruno\]: How do we...
\[Bruno\]: embody this how do we implement this in our practice how do we make it a part part of us that's what kicked us off and this this little paper is is a part part of that how we wrestle with that over a period of what was it jackie three years and and then how we how we took that insight and
\[Bruno\]: used it in further inquiries because and I'll stop after a second.
\[Bruno\]: You asked us about action research.
\[Bruno\]: One of the beautiful things for me for action research is that is what is that?
\[Bruno\]: That is in 2001.
\[Bruno\]: First version of action research handbook is one of the most important elements is enduring consequence and enduring consequences demand enduring engagement.
\[Bruno\]: So this is not a research project of three weeks, but you engage consistently, persistently over a long period of time to learn more about yourself, about how you're impacted by the system, how you impact the system, and there are no shortcuts.
\[Bruno\]: So that was a little bit of a background.
\[Bruno\]: And I'll stop now here so, Jackie, you can fill in.
\[Bruno\]: But this, I think, is...
\[Jacqueline\]: important for understanding everything that came comes after yes absolutely bruno is speaking to more of our intentions when we started so maybe i can speak more to the intentions we have with publishing our work or the idea what's behind actually writing the article writing the paper and i think there are two pieces to this
\[Jacqueline\]: We feel that co-creating change with others, whether in the work context or research, we need to become more aware of how our early life experiences, cultural context, how does that inform our current experience?
\[Jacqueline\]: So through what we perceive, through how we make sense of things and how we act.
\[Jacqueline\]: If we don't do that, this goes beyond cognitively understanding these influences.
\[Jacqueline\]: And we come back to that when we speak about reflexivity.
\[Jacqueline\]: It's an embodied noticing, for example, the narrative we have when we experience certain sensations or the urge to withdraw or engage when there is a productive conflict going on in the group.
\[Jacqueline\]: inquire into how different relational context might trigger you and noticing these things requires an attunement to your own experience and attunement to to your own body so this is of course important both in individual context and in the collective how as a group and you spoke to that a little bit or you spoke to that a little bit before we started did a notion of power we won't go into that now but
\[Jacqueline\]: That is, how do we as a group, what are we not willing to see?
\[Jacqueline\]: Or what perspective is actually missing by how we constituted the group?
\[Jacqueline\]: Or what are we not allowing to emerge?
\[Jacqueline\]: So these questions.
\[Jacqueline\]: So another intention I think is bringing this work here specifically, developmental action inquiry, to other contexts and writing explicitly about the challenges we have
\[Jacqueline\]: we have these ideals when we are in action research as if what we do during our doctoral programs that's directly applicable in any context we feel it useful for.
\[Jacqueline\]: We want to be explicit what these challenges were and bridge these and come up with maybe suggestions of where to start if a group doesn't have the same level of trust or it doesn't have a post-conventional, you could say background.
\[Jacqueline\]: from which to start inquiry.
\[Jacqueline\]: So I think these two intentions were really important, bringing this to other contexts where it's incredibly important and recognizing that of the there and then of our lives is always present in the here and now when we are with other people.
\[Tomas\]: Beautifully said.
\[Tomas\]: Thank you so much for sharing
\[Tomas\]: a little bit about your intentions with this article and then the work at large.
\[Tomas\]: What I appreciate, and I think our listeners will appreciate this also, is that as action researchers, you are very keen to understand that many of these threads, the withholding
\[Tomas\]: of our ideas, the habits that we possess that are deeply ingrained, often implicit, the language that we immerse ourselves in, all of those, putting those things under a microscope, we find that they actually
\[Tomas\]: have an impact in the research, right?
\[Tomas\]: And so it's in our best interest to be intentional in having some space to discuss, explore, tease out those threads, because they might have a greater impact on what we end up discovering in the long run.
\[Tomas\]: And I think I appreciate you all kind of putting that front and center, right?
\[Tomas\]: There's no stone left unturned when it comes to action research because there are so many possibilities on where it can lead.
\[Tomas\]: Can you...
\[Tomas\]: Can you, for our listeners, can you share a little bit more about how you see your work
\[Tomas\]: sort of fitting in action research context.
\[Tomas\]: Describe the relevance of your work to others, to the listeners who are, you know, a wide variety of practitioners and researchers.
\[Tomas\]: Some, you know,
\[Tomas\]: starting out their career really just in the classroom and then on the other end of the spectrum have done many action research projects.
\[Tomas\]: So yeah, how are you thinking about the relevance of your work?
\[Bruno\]: May I offer a few words, Jackie, first?
\[Jacqueline\]: Please do.
\[Bruno\]: So continuing on what we just said.
\[Bruno\]: So anyone who is interested in action research will presumably go and take a little bit of a dive in the literature.
\[Bruno\]: And broadly, you have two types of literature.
\[Bruno\]: It's
\[Bruno\]: okay three if you can't count philosophical pieces but in general you will either be reading about breakthrough methods paradigms parts of them ontological underpinnings everything that's important and then there are other part which is a mix of hey this is something we did and this is how it worked or didn't work because of a b a b and c
\[Bruno\]: I would put our paper firmly in that second camp.
\[Bruno\]: And that is what we focused a lot on.
\[Bruno\]: Again, it was to scratch our own itch.
\[Bruno\]: I remember when we were taking a deep dive in all these methods, I was personally always hungry for, okay, I understand what you're telling me.
\[Bruno\]: This is fascinating.
\[Bruno\]: This is fascinating.
\[Bruno\]: But show me how did somebody do it?
\[Bruno\]: And why did it work?
\[Bruno\]: And why can I trust this outcome?
\[Bruno\]: For me, this question of validity has been huge and it remains huge in action research because action research is specific in a sense that it puts a big weight, onus, on the researcher to also explain why what are we sharing is trustworthy.
\[Bruno\]: in traditional positivist approach etc they are set upon and defined quality criteria and you just point to them and say checkbox check mark in action research no no no you have to argue this is the quality criteria why is that the quality criteria and how how we met it so in in this case uh you have a paper that shows
\[Bruno\]: to researcher practitioners how they used action inquiry, how they took inquiry practice from academic environment where everybody gets it to environment where only one person gets it, not because they're cognitively impaired or something, but because they just don't have experience with different research paradigm.
\[Bruno\]: So those nasty problems and my experience is that in academia, we have a little bit of aversion to nastiness.
\[Bruno\]: like even messiness that is presented is polished messiness it's not you know that that messiness where you have like you know you're all up like in a pigsty all muddy and whatnot but it's more like it's still beautiful messiness and that is kind of what we tried to show this is what we did like some of these things didn't really work and they were painful
\[Bruno\]: So maybe you managed to avoid them because we shared our naked experience.
\[Bruno\]: Hey, here are some things that did work and this is why we think they worked.
\[Bruno\]: use it critically, however you wish.
\[Bruno\]: And that is the type of paper we strived to write because we experienced transformation as we did at work.
\[Bruno\]: And as we know, action research is about small transformations and big, big transformations.
\[Bruno\]: Jackie, anything to add to that?
\[Bruno\]: Well, I know you have to add something.
\[Jacqueline\]: This piece, what you are highlighting here, let me start with that and then I'll speak to something else.
\[Jacqueline\]: I mean, we focus on reflexivity because reflexivity was, as Bruno said, it was in our own interest and, of course, a cornerstone of action research.
\[Jacqueline\]: The first thing we realized, it goes beyond, again, understanding where we are coming from and express that, articulate that simply in a paper.
\[Jacqueline\]: That is not reflexivity as we see it.
\[Jacqueline\]: So one example I want to give related to what Bruno said about the practices.
\[Jacqueline\]: We had the group journal, of course, a very durable exercise, sustained exercise during years.
\[Jacqueline\]: What we realized only over time by doing one kind of practice that was the person who was facilitating, which was a rotational practice.
\[Jacqueline\]: that that person would write about the outside world.
\[Jacqueline\]: In terms of Torbert, when you seek about the four territories of experience, one of the experiences is the outside world.
\[Jacqueline\]: So what we see
\[Jacqueline\]: what the results are of our actions.
\[Jacqueline\]: That it meant for the journal that the facilitator would simply say, this is what happened, this person spoke, this is what we saw, really literally what we could perceive.
\[Jacqueline\]: But the other three people would write about their personal experience from the other territories.
\[Jacqueline\]: What did I experience in my body?
\[Jacqueline\]: Where did I feel hesitancy?
\[Jacqueline\]: What were my thinking patterns?
\[Jacqueline\]: In what moment I did realize that I had an awareness of all three at the same time.
\[Jacqueline\]: We can speak a little bit more about the full practice of the four territories, but what I want to emphasize is only through the sustained practice of seeing more or less what we could say an objective description of something and then the differences between three people perceiving the same moment
\[Jacqueline\]: a moment in session in a very different way.
\[Jacqueline\]: We could learn from these differences and how we would attend to something and not to something else based on our shaping, based on our habits, based on certain expectations.
\[Jacqueline\]: But that was a way to make explicit these underlying dynamics.
\[Jacqueline\]: So it was one of that.
\[Jacqueline\]: And I think that is something that other practitioners, researchers, whether you're a researcher or a practitioner,
\[Jacqueline\]: That is key in any line of work we do with others.
\[Jacqueline\]: If we don't see that of ourselves, that shaping, then it will become very difficult.
\[Jacqueline\]: And I think one other piece that I hope we encourage others to do is this interweaving of first and second person inquiry, which is a huge challenge.
\[Jacqueline\]: We cannot start with a group who is not, you could say,
\[Jacqueline\]: accustomed to have dialogue, mutuality.
\[Jacqueline\]: We already spoke about power.
\[Jacqueline\]: If there's an hierarchical situation in a corporate context, people think they have dialogue, but they're not aware of power dynamics.
\[Jacqueline\]: If we start with an interweaving of first and second, and what we mean by that is simply speaking to inner experiences as they arise,
\[Jacqueline\]: speaking to what we see in the fields in the in between of the group arising and paying attention to content what are we actually speaking about working towards what is the purpose of what we're doing and doing that together is is a challenge but is one of the most rich you could say inquiries one could have to evolve for me for us as action researchers you can do
\[Jacqueline\]: Let me stop here if you have any other questions.
\[Tomas\]: Well, yes.
\[Tomas\]: What keeps on coming back to me is, you know, in this discussion about reflexivity, and I want to continue that conversation.
\[Tomas\]: I just want to kind of pull on this thread really for a moment.
\[Tomas\]: Transparency.
\[Tomas\]: There's a quality about transparency that you all
\[Tomas\]: really take seriously in your article, right?
\[Tomas\]: Like, you know, this is my process.
\[Tomas\]: This is the process that I'm bringing to this group or to how I'm, you know, seeing findings, et cetera.
\[Tomas\]: Can you speak a little bit about, you know, the value of transparency in this work?
\[Tomas\]: And yeah, how are you thinking about it as a component to research, action research?
\[Jacqueline\]: Shall I start, Bruno?
\[Jacqueline\]: So I think we can frame this within the kind of space we want to create to have this kind of a conversation or what makes it even possible.
\[Jacqueline\]: It is not so much a safe space.
\[Jacqueline\]: I would say that's the minimal required piece.
\[Jacqueline\]: Are people who are vulnerable and speak to what's arising in them, are they criticized or ridiculed?
\[Jacqueline\]: Of course, that is a minimal requirement, but it's more of what we call a brave space.
\[Jacqueline\]: That's something we had in our notes of the group document we created.
\[Jacqueline\]: The brave space means is speaking to things that you even consider maybe
\[Jacqueline\]: ridiculous or extremely vulnerable or out of place simply because they rise in the present moment.
\[Jacqueline\]: But these are the mirroring opportunities that you give space to others to reflect on what they're seeing in you.
\[Jacqueline\]: It might sometimes be an embodied response to something.
\[Jacqueline\]: Oh, Bruno, when I said this, I saw you moving like this, or I saw you moving backwards.
\[Jacqueline\]: It seemed like you were withdrawing.
\[Jacqueline\]: What's that about?
\[Jacqueline\]: Simply pointing out that you're observing something, it can be something that the person themselves brings forward because they, I experienced some, yeah, some inner conflict or I noticed that I have the tendency to withdraw.
\[Jacqueline\]: And bringing that forward is not the only thing we speak about, but it's mixed in with what the purpose of the inquiry is.
\[Jacqueline\]: And so the transparent space and the openness and the sufficient slowing down sometimes to be able to perceive what's happening is critical here because the tendency as we are all, especially Bruno and I in corporate context, it is go, go, go.
\[Jacqueline\]: There's a conventional context where results are primary to slow down people, to notice actually what's going on in the in-between and the inner world of a person.
\[Jacqueline\]: if you don't do that, there's no inquiry.
\[Jacqueline\]: So the transparency goes with courage and slowing down for me.
\[Jacqueline\]: What about you, Bruno?
\[Bruno\]: I mean, this is this is wonderful.
\[Bruno\]: I will not I'll strive to avoid repeating your points, Jackie, and approach it from from a different direction.
\[Bruno\]: And that is
\[Bruno\]: In my opinion, transparency of research process is inseparable from quality of participation.
\[Bruno\]: And when, well, I'm a big fanboy of Heron.
\[Bruno\]: So I think about participation, you know, the way he describes it, epistemic participation, everybody in the inquiry must participate personally in the experience and political participation.
\[Bruno\]: Everybody in the inquiry must participate
\[Bruno\]: have a choice of influencing the question, the methods and everything related to research.
\[Bruno\]: And the
\[Bruno\]: Only way I and we have so far found is to make the process transparent.
\[Bruno\]: And if you read some of the well-known action research papers, they will often lament how participation was missed out because of this or that.
\[Bruno\]: Smart researchers, they came to the side, they identified problems and people were coming along, but when they left, research died.
\[Bruno\]: That's because participation was actually not achieved.
\[Bruno\]: And you cannot mandate participation.
\[Bruno\]: You cannot actually even give participation.
\[Bruno\]: That was, I think, one of the big takeaways in our paper, Jackie.
\[Bruno\]: Even when we would tell to people, let's be participatory.
\[Bruno\]: Tell us, shape the research, participate in experience.
\[Bruno\]: You cannot do that even as a host.
\[Bruno\]: The best we can do is make the process transparent and make the invitation as genuine and as honest as possible.
\[Bruno\]: Hey, here is the process.
\[Bruno\]: Here is how you can join along to shape the research politically.
\[Bruno\]: This is how to join in epistemically.
\[Bruno\]: And it's actually epistemic participation is much easier because people, you know, it's embodied.
\[Bruno\]: You come in.
\[Bruno\]: we are doing something together you're drawn into it and energetic but when you start going into that political then it's very easy to accept oh you're the researcher you tell us how we're going to do this i mean isn't that what you're doing come on just just tell us you know facilitate this process and it's so easy to say yes
\[Bruno\]: What I want to be clear is that our experience has not been that the opposite works, where you say, no, we stop here and we're gonna participate hard.
\[Bruno\]: So it's more like this, what Jackie mentioned earlier, this softness, this navigating the process, understanding, you know, this is where we are today.
\[Bruno\]: Okay, I accept, I'm now going to shape this, but I still want your feedback.
\[Bruno\]: And next week we continue.
\[Bruno\]: And this was one of the big learnings for us because when we set up our inquiry group within the doctoral context, everybody wanted to have full participation because we are researchers.
\[Bruno\]: But once we started taking it out to corporate, we started experiencing this.
\[Bruno\]: Yeah, I want to participate and learn something, but why are you asking about methods?
\[Bruno\]: Like, why are we talking about this?
\[Bruno\]: Even when you try to eliminate the language, it's not like we sit down to plan the research, but, you know, picking the right dialogue approach, the right frame, etc.
\[Bruno\]: It has been so tricky.
\[Bruno\]: But again, this is the hard learning that we are sharing.
\[Bruno\]: And this transparency is so cool that you mentioned that because I don't think we actually explained in our paper why are we so transparent, but that is why we are so transparent.
\[Jacqueline\]: Yeah.
\[Tomas\]: Please, Jackie.
\[Jacqueline\]: Yeah.
\[Jacqueline\]: Yeah, thank you.
\[Jacqueline\]: I feel inclined to respond again to what Bruno is saying.
\[Jacqueline\]: We go into a corporate context and people, even in countries, and I'm saying that because northern countries, in general, there's a flatter organization.
\[Jacqueline\]: It's more normal that people, and especially my native country in the Netherlands, we speak our minds.
\[Jacqueline\]: We speak truth to power without any hesitation.
\[Jacqueline\]: which is in Southern Europe not always very appreciated, as I also acknowledged and experienced.
\[Jacqueline\]: But there is an expectation that there is mutuality
\[Jacqueline\]: but still within the constraints of the organization.
\[Jacqueline\]: So what mutuality actually in practice means is something different because it's in the normal, you could say hierarchy of an organization as compared what we mean by mutuality and create space.
\[Jacqueline\]: There is a,
\[Jacqueline\]: an openness to really diverse perspectives, a curiosity towards exploring these, in which often in a corporate context that is not appreciated because there's no time, there is this pressure, there's another appreciation of reward, you could say.
\[Jacqueline\]: But another thing I wanted to say, in addition to what Bruno said, and that is
\[Jacqueline\]: we cannot ignore that we learned it is also the facilitator who needs to become an invitation for this kind of space we cannot um put this outside of ourselves and say hmm they didn't understand was i was i transparent enough no it goes beyond being transparent enough it is can i look at myself how comfortable am i with this emergent
\[Jacqueline\]: you could say, structure.
\[Jacqueline\]: It's kind of a liberating structure, as Torbett uses it.
\[Jacqueline\]: That's sufficient structure to have dialogue around, but there's not so much structure that the emergent can be used to go anywhere in the inquiry.
\[Jacqueline\]: And I found, and I write about that in the paper, is that in one of the first inquiry groups I had outside our PhD inquiry group,
\[Jacqueline\]: I approached this as, okay, this is my first research group.
\[Jacqueline\]: This better be good.
\[Jacqueline\]: I'm more or less clear what I'm supposed to be doing.
\[Jacqueline\]: Yes, there is the emergent and yes, there is some structure and I can hold that both mentally and cognitively.
\[Jacqueline\]: I saw that happening, but in practice,
\[Jacqueline\]: I invited people to speak about their clients because these were all practitioners.
\[Jacqueline\]: So practitioners in adult development, in vertical development, both as in somatic practitioners.
\[Jacqueline\]: But I invited them, what happens when we do this kind of embodied practices with our client?
\[Jacqueline\]: What do you see there?
\[Jacqueline\]: What do you see there?
\[Jacqueline\]: And I had not been specific about the kind of space I was aiming to create.
\[Jacqueline\]: And that meant a first person in choir.
\[Jacqueline\]: We first look at ourselves as practitioners.
\[Jacqueline\]: Where do I feel comfortable?
\[Jacqueline\]: Where is my, where am I willing to
\[Jacqueline\]: yeah to live on my growing edge as i do research and as i am with my clients so that was an important learning for me what does it mean even to become an invitation for this kind of spaces and it became so important this is one of the questions i have in my my doctoral research so it became a very very interesting question so the invitation piece together with transparency
\[Jacqueline\]: what it means, give them information.
\[Jacqueline\]: What is this kind of space?
\[Jacqueline\]: What are these kind of practices we engage in in this kind of space?
\[Jacqueline\]: But then your embodying of this kind of invitation is vital.
\[Tomas\]: I want to ask you more questions.
\[Tomas\]: That's me pulling on the thread.
\[Tomas\]: pulling on multiple threads.
\[Tomas\]: The viewers can't, or listeners can't see that.
\[Tomas\]: But I want to ask you more questions about the co-inquiry groups.
\[Tomas\]: Because can you tell us a little bit more about that process for forming them?
\[Tomas\]: Because you're, I think it's in the beginning of the article, you offer us insight, right?
\[Tomas\]: You're like, no, we want to improve these
\[Tomas\]: we want to get really clear about practices that open us up, that recognizes, that filters how we work with people and how we're thinking about the work.
\[Tomas\]: And I think you also mentioned this desire to have safe space.
\[Tomas\]: So let's talk a little, let's talk some more about those co-inquirer groups that you formed.
\[Tomas\]: Can you describe the process for forming these groups and maybe speak a little bit more about, so we've so far, I've talked a little bit about reflexivity and transparency and then now comes like this self-awareness or I think insight might be a better, cause it's not just about the individual.
\[Tomas\]: But you had an inclination that there was a need to explore a facet of the research.
\[Tomas\]: And you use the co-inquiry groups to explore that, you know, those processes.
\[Tomas\]: So, yeah.
\[Tomas\]: Can you tell us a little bit more about how you formed those groups?
\[Tomas\]: What went into forming those, the co-inquiry groups?
\[Tomas\]: Yeah.
\[Jacqueline\]: maybe Bruno could start with the process of our inquiry group during the doctorate and I can speak to a little bit more to the other groups I formed after that.
\[Bruno\]: Yeah.
\[Bruno\]: So for, um,
\[Bruno\]: for clarification, dear listener, in the paper, we are discussing actually several inquiry groups.
\[Bruno\]: And we start with the first that was by people from our doctoral cohort.
\[Bruno\]: And then we describe four more groups.
\[Bruno\]: each that Jack and I started outside of the doctoral cohort.
\[Bruno\]: So I'm now talking about this first one within the cohort.
\[Bruno\]: That was based on, as I said, our shared interest in becoming better at reflexivity because we struggled a little bit.
\[Bruno\]: So that is what brought us together.
\[Bruno\]: That's that political participation.
\[Bruno\]: We had the shared question.
\[Bruno\]: And as Jackie mentioned minutes ago, we were very set on doing it right.
\[Bruno\]: And for context, this were basically four professionals that all to some extent have coaching experience, contracting experience, development experience.
\[Bruno\]: So, you know, we went all guns blazing.
\[Bruno\]: We got a contract together.
\[Bruno\]: We will have, you know, meetings together.
\[Bruno\]: Like we really put in the work and it did pay off.
\[Bruno\]: So I think we spent two to three sessions just discussing, engaging in conversation, exploring with each other, you know, what are our boundaries?
\[Bruno\]: how do we want to participate in it?
\[Bruno\]: What are the limitations?
\[Bruno\]: What's in, what's out?
\[Bruno\]: And it did work in our favor because that is then what served us for the next two years as we repeatedly engaged in inquiry.
\[Bruno\]: This is also where we learned all these things that do work and don't work.
\[Bruno\]: And once we started taking it to other inquiries, it also helped us understand, oh, wow, what didn't work.
\[Bruno\]: I'll briefly say about two inquiry groups.
\[Bruno\]: And then, Jackie, you fill in with the two inquiry groups that you describe, EIG 1 and 2.
\[Bruno\]: In my case, after our joint experience with Action Inquiry Group, I wanted to set up two inquiry, I call them diets, because it was two persons.
\[Bruno\]: And I literally picked up the phone and called the person, hey, listen, I'm looking into this.
\[Bruno\]: Are you interested in inquiring with me?
\[Bruno\]: And then we took it from there.
\[Bruno\]: And what I'm sharing in the paper is that
\[Bruno\]: Initially, I thought that I'm doing the same process with both persons.
\[Bruno\]: With one person, it worked great.
\[Bruno\]: With another person, everything fell apart.
\[Bruno\]: And to me, at the moment, that was unclear.
\[Bruno\]: Why did that happen?
\[Bruno\]: So going back to our action inquiry group together, reflecting...
\[Bruno\]: being reflexive on the whole process, I was able to identify where did I actually stray.
\[Bruno\]: And it has a lot to do with what I mentioned earlier about ensuring political participation, accepting yes or accepting no prematurely and not doing anything.
\[Bruno\]: anything anything about it but that forming process for actioning per group was very intense but that helped us uh jackie learn what to reuse in the future future groups and i know jackie you had similar experience with your first and then second group so so i'll let you fill in on on that thank you bruno
\[Jacqueline\]: And one thing I would like to add, I think it was vital in the group charter we did with the cohort of the PhD.
\[Jacqueline\]: We also had a piece that was called ethics in practice was part of our group chapter, and then how we would respond to things happening in the group, and that it was more attending to what we called ethically important moments beyond simply rules beyond
\[Jacqueline\]: what we would articulate as ethical, because things arise in an emerging context.
\[Jacqueline\]: You cannot rely on rules.
\[Jacqueline\]: It's responding in the moment to what happens and what that means when we do.
\[Jacqueline\]: So we included that in
\[Jacqueline\]: in the in the group chapter and there was a piece what are we committing to what do we want to experience was another one that what do we find important to experience in a group like that so it made it more experiential as well made it more humane in many ways so I think a group chapter should not simple be
\[Jacqueline\]: This is the purpose.
\[Jacqueline\]: This is the aim of our inquiry.
\[Jacqueline\]: And how do we behave?
\[Jacqueline\]: That doesn't fit in this context.
\[Jacqueline\]: It's very important to go deeper with that.
\[Jacqueline\]: So that's the first thing I want to say.
\[Jacqueline\]: The groups that Bruno alluded to.
\[Jacqueline\]: So while we're still in this group, the reflexivity group,
\[Jacqueline\]: I started my PhD research group, the first one.
\[Jacqueline\]: I often call it a pilot and maybe I just call it a pilot because I failed in many respects and I want to see it as a pilot.
\[Jacqueline\]: But it's one cycle of inquiry.
\[Jacqueline\]: We can see it that way.
\[Jacqueline\]: So what I learned from our group
\[Jacqueline\]: we said it before, we had held four different nationalities.
\[Jacqueline\]: We were from different supervision groups in the PhD group, and also none of us lived in our country of origin.
\[Jacqueline\]: So with that immersion in different cultures, we had already more awareness about
\[Jacqueline\]: tensions that could come up, which were basically gateways into discovering more about ourselves.
\[Jacqueline\]: Oh, why is this irritating me?
\[Jacqueline\]: Oh, why do I want to do that with that person?
\[Jacqueline\]: And although I lived in Spain, for example, we had a gentleman from Argentina in our PhD group.
\[Jacqueline\]: And I noticed often certain things that would trigger me in Spain would also trigger me in him.
\[Jacqueline\]: So that was very interesting to notice.
\[Jacqueline\]: So from that perspective, I chose in my group, there were people from the US, the UK, Mexico, Russia, the Netherlands, that was me, and Canada in the first group.
\[Jacqueline\]: And I thought, okay, diverse group, this will work.
\[Jacqueline\]: We're going to inquire.
\[Jacqueline\]: And what I said before, I didn't really have individual conversations with each of these participants to hear their, I had it,
\[Jacqueline\]: via email with certain questions, so there was contact in different ways.
\[Jacqueline\]: But there was no clarity about what I expected that space to be, probably because I wasn't clear myself what I expected that space to be, a lack of experience of what does it mean, action inquiry, and to interweave first and second person?
\[Jacqueline\]: What does it even mean in practice?
\[Jacqueline\]: I know how it sounds, and I understand it cognitively.
\[Jacqueline\]: As I said, it turned out more as in there was reluctance to inquiring into errors or hesitancies or failures, if you want to call that.
\[Jacqueline\]: I would say more areas of improvement as practitioners in our areas, as coaches and consultants.
\[Jacqueline\]: And it was more about my client needs this or how can we with embodied practice serve a client who needs this and this and that.
\[Jacqueline\]: So learning from that and the group, it was a very interesting group.
\[Jacqueline\]: I learned a lot about myself and becoming the invitation to work with the tension between emergence and having a certain need for purposeful inquiry based on research.
\[Jacqueline\]: I learned to work with that tension more and more.
\[Jacqueline\]: So it was an important period for me to notice how I would
\[Jacqueline\]: lean into structure more and where I would limit participants, free dialogue because I felt we needed to go somewhere.
\[Jacqueline\]: So that was important learning.
\[Jacqueline\]: But what it did was with the second group, which became my main principal group for my PhD research and also lasted longer, I had conversations with each of them individually.
\[Jacqueline\]: I spoke about, I sent them information about the kind of research
\[Jacqueline\]: if they had questions, but importantly, what we do here is inquiring into ourselves and inquiring ourselves from an embodied experience and what that would mean, the kind of practices we might engage with, the practices that were not the kind of practice, but that we would do practices between sessions every day.
\[Jacqueline\]: So there will be group sessions, but there were embodied practices to engage with every day in which the group sessions then
\[Jacqueline\]: would engage with and speak about and learn from and then decide, okay, what do we see emerging and what do we engage with next?
\[Jacqueline\]: So there was more dedication to actual practice and not speaking about, but speaking from, so from experience and also actually engage in that during even the group sessions.
\[Jacqueline\]: So we had relational practices that we included in six of the group sessions.
\[Jacqueline\]: that were um focused on ongoing present moment awareness so someone would for example come with with attention they experienced that day could be a big thing could be a small thing and we inquire together into that so how do you experience that in your body
\[Jacqueline\]: noticing that i'm experiencing that based on what you're saying what comes up for me is that so it was a whole person inquiry not only embodied but in a whole person there were thoughts there were sensations they were expressed um tendencies of holding somebody or to dim somebody down or anything that would come up so
\[Jacqueline\]: That communication of what was required, if they would and could be committed to doing such an inquiry, because it's intense, it requires courage, but it requires a lot of time.
\[Jacqueline\]: So I got a group that was fully dedicated and did these practices.
\[Jacqueline\]: And it was an incredible experience for me.
\[Jacqueline\]: And based even on that group is the last thing I will say about that.
\[Jacqueline\]: I chose in the end to have a relational view on adult development, on vertical development.
\[Jacqueline\]: And I mean by relational view that I look at the in-between, so the real interweaving of first and second, and not relational in the action research sense, because every action research is by definition relational, but beyond that.
\[Tomas\]: And those practices that you mentioned are, as you say in the article, practices that attend to the releasing and softening of pathways that allow for more flexibility, creativity, and range.
\[Tomas\]: And the flexibility, creativity, and range is, would you say that's the in-between that you were just talking about?
\[Jacqueline\]: I meant with the in between what we saw happening in the field, for example, one person would speak that in the eyes of many people had in terms of vertical development, there is this subtle hierarchy that people who are very articulated have a very complex mind and know how to articulate that there was a subtle power leaning in towards that person.
\[Jacqueline\]: So seeing that in the field and speaking to that, I'm noticing that we have the tendency, what comes up for you or how is that for you?
\[Jacqueline\]: And so that's what I mean with the in-between.
\[Jacqueline\]: What you're speaking to is the results basically that we saw.
\[Jacqueline\]: The more range was people became more responsive to what actually would emerge instead of a more default pattern of this is how I think about things.
\[Jacqueline\]: And this is what we should do in moments of conflict.
\[Jacqueline\]: Or this is what we should do to include people more.
\[Jacqueline\]: It became a fully present moment attending with more of our attention available because there was nothing to defend.
\[Jacqueline\]: There was nothing to hold on to.
\[Jacqueline\]: It became looser, that necessity, if that makes sense.
\[Tomas\]: Right.
\[Tomas\]: Yeah.
\[Tomas\]: No, it makes it make great sense.
\[Tomas\]: Thank you for sharing.
\[Tomas\]: I want to come back to.
\[Tomas\]: To think talking a little bit about.
\[Tomas\]: collaborative developmental action inquiry.
\[Tomas\]: But before we get there, maybe it might kind of cross over into this conversation.
\[Tomas\]: I want to just take one more stop at reflexivity and give you another opportunity to continue to define it.
\[Tomas\]: And something that I'm
\[Tomas\]: In this recent exchange that's coming up for me is thinking about in the article, you offer a part of the definition of reflexivity is locating the self in the inquiries.
\[Tomas\]: And I think that that is
\[Tomas\]: really fascinating.
\[Tomas\]: And so can we take just another moment to continue to define reflexivity and how you all are thinking about it?
\[Tomas\]: And in light of these co-inquiry groups, because I imagine
\[Tomas\]: you know, as you're describing forming them and having, you know, trial runs, or if you want to call them that, pilots, right, it's continuing to help you define that component of the research.
\[Bruno\]: May I start, Jacob?
\[Bruno\]: Perfect.
\[Bruno\]: Reflexivity as we came to experience because it kicked us off is again one of those terms in action research that has multiple interpretation, multiple possible positions regarding to it.
\[Bruno\]: In our experience, reflexivity is quite broad.
\[Bruno\]: as a term and there are opportunities to position yourself relative to it in a different way.
\[Bruno\]: What resonated with me and well with Jackie because that's what we included in there is that element of finding self.
\[Bruno\]: in the research.
\[Bruno\]: It is similar to how reflexivity is explained the ability to recognize yourself both as a participant and researcher.
\[Bruno\]: Sean phrases it a little bit different, like reflexivity is reflection on reflection in action.
\[Bruno\]: So it has that a bit of a recursive
\[Bruno\]: definition, but the way I have reckoned with it at least is when we think about the fundamental action research cycles from Levin, so there's planning action, there's acting, there's reflecting.
\[Bruno\]: and and that reflection in that action research cycle is about the discrepancy between the plan and the action so you were hoping for something to happen and you were hoping to act in a certain way but this is how you acted and this is what happened think about the discrepancy that is being reflective reflexivity is thinking about how you thought about these differences
\[Bruno\]: So that is...
\[Bruno\]: I mean, when Jackie and I, we discussed this many, many times, and I don't think we found a much simpler way to express this idea.
\[Bruno\]: It may sound a little bit silly, but really, when you think of it, it's reflecting about reflective processes.
\[Bruno\]: And then there are different facets to it.
\[Bruno\]: Are you able to reflect in action?
\[Bruno\]: Are you able to reflect on action?
\[Bruno\]: And there are many...
\[Bruno\]: many discussions about how reflecting in the moment is extremely difficult.
\[Bruno\]: This is also in action inquiry, the four territories.
\[Bruno\]: Is it even possible to be in the four territory of experience because it's precognition and all these elements.
\[Bruno\]: But the spaces that Jackie has been describing as brave spaces, inquiry groups, etc.,
\[Bruno\]: When we succeed, and this may not have anything to do with our capability, but there is a little bit of serendipity, a little bit of luck.
\[Bruno\]: When the right moment happens and we are able to act and reflect in that same moment, this is when the breakthrough in the inquiry happens.
\[Bruno\]: We cannot...
\[Bruno\]: manufacture it, but we can create the environment that would be supportive of such moment.
\[Bruno\]: And this is also where I think like people like you, Thomas, you know, the educators, people who create spaces, they have a high impact on the ability of others to reach this breakthrough.
\[Bruno\]: If you think about doctoral program, it's one big frame, one big environment to nurture
\[Bruno\]: such space.
\[Bruno\]: When we create co-inquiry groups, or not create, that sounds maybe mechanistic.
\[Bruno\]: When we host co-inquiry groups, what we are really hoping is for creating an opportunity for something like this to transpire.
\[Bruno\]: Now you digressed a little bit.
\[Bruno\]: I apologize.
\[Bruno\]: Jackie, please fill in on our position if I missed on anything.
\[Jacqueline\]: I think you said a lot.
\[Jacqueline\]: I will add to it, hopefully, from a slightly different angle.
\[Jacqueline\]: The reflexivity first, as Bruno said, it's a quality criteria in action to start with.
\[Jacqueline\]: And that's the location of self, as we said, acknowledged and brought into the inquiry, made explicit.
\[Jacqueline\]: This goes beyond which I have noticed in certain articles, beyond the list of self identities or positionality.
\[Jacqueline\]: It really requires exploring these attachments, the questioning, taken for granted ways of being and knowing, noticing how language
\[Jacqueline\]: and your presence, for example, shapes what becomes sayable, perceivable, actually possible in the entire space.
\[Jacqueline\]: staying open to the vulnerabilities of what that space might create and attend to that so what bruno already said reflexivity is beyond the noticing and saying okay i am a woman from the netherlands i live there and there my perspectives are this my education is that so i realize that in groups of this and this and that
\[Jacqueline\]: I might assume this and that.
\[Jacqueline\]: No, it goes beyond that.
\[Jacqueline\]: It's the continuous noticing of how you are shaping the environment.
\[Jacqueline\]: And I would say is one of the crucial aspects of action research.
\[Jacqueline\]: I think Heron says it, he terms it critical subjectivity and critical intersubjectivity in the group.
\[Jacqueline\]: But even I find Heron not really
\[Jacqueline\]: speaking to this extended form that Bru and I want to encourage people to engage with.
\[Jacqueline\]: Yeah.
\[Tomas\]: Thank you.
\[Tomas\]: Thank you for sharing that.
\[Tomas\]: I imagine listeners are really going to appreciate this conversation
\[Tomas\]: because you are so transparent and thoughtful in how you're approaching the research.
\[Tomas\]: And I'm really excited that we get to offer this to the researcher practitioner community.
\[Tomas\]: I have a couple more questions for you.
\[Tomas\]: You all have been brilliant.
\[Tomas\]: So I hope that you...
\[Tomas\]: are still with me.
\[Tomas\]: I wanna, as I said in the last question, I wanna now kind of talk a little bit, have you speak to collaborative developmental action inquiry.
\[Tomas\]: Can you say a little bit about why you chose CDAI as the research approach
\[Tomas\]: And then in that, can you speak a little bit about that need for safe space and how embodied condition patterns are related to the implementation of CDAI?
\[Jacqueline\]: I will invite Bruno again to start and I will add.
\[Bruno\]: This goes back to what brought us together within the doctoral frame.
\[Bruno\]: So the four of us that came to form action inquiry group, we had a shared interest in both reflexivity and action inquiry as we read about it.
\[Bruno\]: Everybody had a little bit different interest.
\[Bruno\]: Jackie, I apologize if I misrepresent yours, but you will correct it soon enough.
\[Bruno\]: So some came from the developmental perspective.
\[Bruno\]: They were familiar with that and they were interested in, okay, there is this body of work that is relevant and offers within-action research frame a way to investigate it.
\[Bruno\]: I came from a very, I might say, mundane position.
\[Bruno\]: I read about four territories of experience and four ways of speech, and I was like, okay, I understand this.
\[Bruno\]: This resonates with me.
\[Bruno\]: I read about action logics, and I was like, I'm not interested in this at all.
\[Bruno\]: So for me, I was attracted.
\[Bruno\]: And again, this might be my engineering background shining through because four territories of experience, they offered me at least a way to understand, oh, these different observations, there is a way to differentiate them.
\[Bruno\]: Because in four territories of experience, Torbert and the crew, because there were many contributors, they're really talking about there is a way to observe the world and self
\[Bruno\]: as you're inquiring.
\[Bruno\]: And of course, as we discussed for the past hour, that is so important.
\[Bruno\]: What I've been attracted to in Action Inquiry is it really gives you this
\[Bruno\]: Well, I will call them tools because when we talk about at this lower level of complexity, they're really tools because it doesn't tell you how to do it.
\[Bruno\]: It's more like, hey, this is what to pay attention to and what to observe.
\[Bruno\]: Go do it however.
\[Bruno\]: And then the same with four parts of speech.
\[Bruno\]: As we went deeper into this, Jackie, myself, and two other co-inquirers, then we were expanding.
\[Bruno\]: What are we playing with?
\[Bruno\]: What are we experimenting with from this action inquiry space?
\[Bruno\]: And it was a little bit...
\[Bruno\]: It's a funny side comment.
\[Bruno\]: When we started, it was action inquiry.
\[Bruno\]: And then over time, it became collaborative, developmental action inquiry.
\[Bruno\]: And it's tongue-breaking, like... Could I...
\[Bruno\]: But action inquiry, beautiful, beautiful.
\[Bruno\]: Jackie, please take over.
\[Jacqueline\]: Maybe you can explain to some people who are not familiar with that, the four parts of speech, just the labels so people have an idea and also the four territories.
\[Bruno\]: Yeah, yeah.
\[Bruno\]: So like we had the four territories.
\[Bruno\]: Basically, first territory is what has been observed, what's literally happening.
\[Bruno\]: And that was what Jackie described in our group journaling, where the facilitator literally wrote what has happened.
\[Bruno\]: And then second territory, what did I do?
\[Bruno\]: Like, what did I literally do?
\[Bruno\]: Third territory, what was I thinking about?
\[Bruno\]: What were the images in my head?
\[Bruno\]: What was the sensing?
\[Bruno\]: And fourth territory, the most elusive one, what was my intention?
\[Bruno\]: before even a thought formed what was i intending to do what was i hoping to achieve what did my body say these are the four territories and then the the four parts of speech and i might present them out of order uh there's framing
\[Bruno\]: framing the situation, explaining, giving background, giving context.
\[Bruno\]: There is illustrating, storytelling, painting with words, painting with speech, explaining the situation.
\[Bruno\]: There is advocating or advocacy.
\[Bruno\]: You are arguing for,
\[Bruno\]: specific action for specific question you're not questioning and then there's inquiring which is the opposite of advocating you're now inviting questions you're trying to understand you're trying to clarify what's important is that these four parts of speech are not linear like one precedes the other advocacy always bad inquiring always good
\[Bruno\]: no it's actually there are these four parts of speech and you should match them to the situation at hand like we discussed earlier if i'm trying to host if we are trying to host inquiry session we should not be advocating we should be inquiring if i'm trying to explain why are we here today i should be framing and then i should be illustrating to bring everybody on board and then we should move into
\[Bruno\]: inquiry frame of speech so it is again one of those simple and practical things to think about small small things to engage during dialogue because in essence speaking dialogue is one of the most fundamental forms of taking action
\[Bruno\]: Like we've been speaking for the past, what, 60, 70, 70 minutes, and that is actually acting.
\[Bruno\]: And if somebody listens and does even one little thing, they are continuing that action.
\[Bruno\]: If you're taking that to the parlance of action research, we are actually engaging in third territory of action research, right?
\[Bruno\]: Our words go beyond us and they enact action in all over the world.
\[Bruno\]: I'm going to stop here before it turns too poetic.
\[Jacqueline\]: Thank you, Bruno.
\[Jacqueline\]: And four parts of speech is something I apply regularly in corporate contacts.
\[Jacqueline\]: So people who are very adept in advocating for their point of view learn that they first have to frame that there also should be an illustration or an example.
\[Jacqueline\]: And of course, that there should be inquiry to get people on board.
\[Jacqueline\]: It's a very pragmatic model for people to understand in all kinds of backgrounds and contexts.
\[Jacqueline\]: One thing I want to say about the four territories of experience and
\[Jacqueline\]: in broader sense about developmental action inquiry.
\[Jacqueline\]: Where the growth, the developmental piece of the action inquiry comes into play is the observation how you hold these territory, how you engage with this territory, where are dissonances, where is their incongruence.
\[Jacqueline\]: If I have, for example, my inner experience as I speak with Bruno,
\[Jacqueline\]: is not aligned with what I expressed to Bruno I'm thinking about, which is not aligned in the end with the results I get in my collaboration with Bruno.
\[Jacqueline\]: There's something to inquire into.
\[Jacqueline\]: What is it?
\[Jacqueline\]: What is it that I'm not expressing that would align my four authorities of experience, which makes for a clearer intention and a clearer expression of self?
\[Jacqueline\]: And that is a developmental, you could say, move, which can be a lifelong inquiry.
\[Jacqueline\]: As Bill Torbert said, it's not something to be mastered.
\[Jacqueline\]: It's something to engage in your entire life, to see how these territories of experience, maybe you spend more time in one than the other.
\[Jacqueline\]: Maybe you're totally focused on the outside world and the results you see, and you don't attend to your inner sensations.
\[Jacqueline\]: Maybe, and of course, as a third territory, what Torbett included as the action logics.
\[Jacqueline\]: So the vertical development, the archetypes.
\[Jacqueline\]: Let's not speak about that now, but that's the way of thinking.
\[Jacqueline\]: It's your frame of reference.
\[Jacqueline\]: How do I see the world?
\[Jacqueline\]: What do I find important?
\[Jacqueline\]: What do I focus on?
\[Jacqueline\]: What is my perspective?
\[Jacqueline\]: And of course, the third one, which Torbett,
\[Jacqueline\]: the fourth one, referred to as triple loop learning, the ability to hold all these three.
\[Jacqueline\]: That is aligned with what Bruno and I, hopefully, are continually encouraged to engage with.
\[Jacqueline\]: That's reflexivity in action.
\[Jacqueline\]: The noticing in the moment of, oh, this is my inner experience.
\[Jacqueline\]: I'm noticing what is happening outside of me in the group.
\[Jacqueline\]: Oh, this is, I see now that my perspective that I could bring in is,
\[Jacqueline\]: impacted by this perspective?
\[Jacqueline\]: What if I choose that perspective?
\[Jacqueline\]: This is all happening at the same time.
\[Jacqueline\]: As you can imagine, attending to all these areas usually requires paying more attention to one that is not so practiced.
\[Jacqueline\]: And often that's one's embodied experience is one of them.
\[Jacqueline\]: Where Bruno and I, I don't want to say divert, but want to build on Bill Torbert's frame,
\[Jacqueline\]: We don't see the second territory of experience, your inner experience of sensation, whatever's going on inside of you.
\[Jacqueline\]: For us, that's not a separate territory.
\[Jacqueline\]: Our embodied, you could say, being is underlying all other frameworks.
\[Jacqueline\]: So our meaning making depends on our bodily engagement with the world.
\[Jacqueline\]: And that is the frame at least that we're taking.
\[Jacqueline\]: So cognition is dependent on that bodily engagement with the world as it is the foundation of cognition.
\[Jacqueline\]: And I think both, at least in my dissertation, I write about that and I think Bruno as well.
\[Jacqueline\]: So we wanna build on Taurus model as in there is,
\[Jacqueline\]: a wider, deeper role for our whole self, our embodied being as the underlying foundation to pay attention to within all these territories of experience.
\[Jacqueline\]: Let me stop there.
\[Tomas\]: And that paying attention is
\[Tomas\]: is intentional it's an as you describe in the article it's an active role that you're taking right not being passive to whatever is kind of happening also inside in mind or in body um but but
\[Tomas\]: But seeking to explore, inquire, understand maybe.
\[Tomas\]: And I think you also write it includes sense making.
\[Jacqueline\]: Yes.
\[Jacqueline\]: How we make sense.
\[Jacqueline\]: I give you a simple example.
\[Jacqueline\]: Let me see how I can illustrate this.
\[Jacqueline\]: If I grow up in an environment in which
\[Jacqueline\]: unexpected anger is related to conflict at home or with significant others.
\[Jacqueline\]: When I have only the slightest sensation or idea that conflict will arise in the group field, what I perceive, how I make meaning of what I see and how I respond is underlying all these aspects.
\[Jacqueline\]: So my thinking is not primarily.
\[Jacqueline\]: My automatic response to something that before, that's a pre-reflective response, before I even can make sense of it, is determining my response to that.
\[Jacqueline\]: So there are kind of procedural fields of possibility that are opened by our shaping.
\[Jacqueline\]: Shaping not only by parents, by institutions, by culture.
\[Jacqueline\]: I'll give you one other example that happened in our group, very short.
\[Jacqueline\]: one of the four in our group um was curious about we had a great sense of humor in our group so we would laugh about certain things that things would come up and it would be very light and then we would be very serious and engaged and he would say he would say um
\[Jacqueline\]: I think there's underlying conflict under humor.
\[Jacqueline\]: I think humor might be our cover for not wanting to engage with conflict.
\[Jacqueline\]: That's bold.
\[Jacqueline\]: Yeah, that's fantastic.
\[Jacqueline\]: That's beautiful.
\[Jacqueline\]: And when I spoke with him later, and I have his agreement to speak about this, there is in his culture, conflict is...
\[Jacqueline\]: problematic in not only in his family of origin, but also in the wider culture, it's more problematic.
\[Jacqueline\]: And his focus of attention was conflict as a research subject.
\[Jacqueline\]: So at the moment that he sees things simply happening in our group, we have a lens that
\[Jacqueline\]: perceives things related to conflict as interesting because that's what we hold in mind.
\[Jacqueline\]: And then from the culture, there's an extra layer that might say, okay, this might be happening in our group because I am used to environments in which that happens.
\[Jacqueline\]: It's a very simple example, but there are layers that influence what we see and how we make meaning of it.
\[Jacqueline\]: And that is what I mean by the underlying layer of the embodied person
\[Jacqueline\]: in our entire experience of the world.
\[Jacqueline\]: And that's why we see so important in research, both and in corporate context, because when we are making that more explicit, it becomes more transparent.
\[Jacqueline\]: Usually it softens, it doesn't go away because it has been
\[Jacqueline\]: you could say in times that were very plastic, of course, it has sedimented literally in our bodies.
\[Jacqueline\]: And these are action tendencies that are very strong.
\[Jacqueline\]: It softens, but we can intervene.
\[Jacqueline\]: When I notice there's something going on and I feel triggered and I lean in, I feel myself leaning in and I think, uh-oh.
\[Jacqueline\]: And then I take a breath and I sit with what's really going on inside of me.
\[Jacqueline\]: So there is an intervening of that.
\[Jacqueline\]: I think sufficient illustration for now.
\[Tomas\]: I so appreciate those examples.
\[Tomas\]: And I want to ask you a little bit more about tension and tension.
\[Tomas\]: Yeah, how are you all thinking about that dynamic, the dynamic of tension conflict in collaborative action research?
\[Tomas\]: So in addition to cultivating a greater sense of self-awareness, you might even say mindfulness.
\[Tomas\]: and the capacity to hold tension, can you say more about how you see your research approach addressing dimensions of social location and power?
\[Tomas\]: So social location being sort of like, right, how if we're thinking about the world as a matrix of like access or opportunity, power, privilege,
\[Tomas\]: uh dispossession right all of those things um you know how how are you how is um yeah how is your research approach you know addressing um those realities that often become you know embodied and sort of embedded in or um in our in our lens and how we see the world
\[Bruno\]: May I speak up?
\[Bruno\]: Please, Bruno.
\[Bruno\]: Okay.
\[Bruno\]: So, action research is dangerous.
\[Bruno\]: Action research is very dangerous.
\[Bruno\]: Because action research ultimately, when done right, it's actually a power equalizer.
\[Bruno\]: Like if we engage in something and we engage successfully in neutrality, participation on ethical level, on human flourishing level, that means that everybody in inquiry became an equal in terms of power.
\[Bruno\]: in terms of not necessarily economic or social power in the broader context, but in terms of that specific inquiry, we became real equals.
\[Bruno\]: When inquiry is done right, that means that we have learned something, that we have gained insight that we haven't had before.
\[Bruno\]: And that can be dangerous because sometimes, and I'm not being ironic or sarcastic, ignorance is sometimes better for health, for psychological reasons.
\[Bruno\]: So engaging in action research, and remember, action research is usually for big topics, big impact, sensitive topics, becoming aware of injustice, becoming aware of inequality, something that you might have been blind to yesterday, but now is painfully aware of,
\[Bruno\]: and you don't know what to do about it, or even worse, you actually don't have what it takes to impact the system, can be harmful.
\[Bruno\]: And I'm sharing this reflection not because there is now a bold or beautiful solution or answer coming, but more something that we have to be aware of as researchers, because we talk a lot about ethics.
\[Bruno\]: And ethics includes harm.
\[Bruno\]: And harm isn't just people physically get hurt, but people getting hurt psychologically, statusly, sociologically, economically.
\[Bruno\]: All of that is a possibility that we have to be
\[Bruno\]: aware of.
\[Bruno\]: In our case, we were aware, especially in the first group that we set up, we were more or less flat on the power dimension.
\[Bruno\]: We came to the doctor that we have chose, that we have paid for ourselves.
\[Bruno\]: Most of us had independent practice.
\[Bruno\]: So there was a sort of
\[Bruno\]: Equality already built into the system.
\[Bruno\]: But the more we went out of it, setting up additional inquiries with people that we have been less familiar with, this range of power discrepancy became bigger and bigger and bigger.
\[Bruno\]: And sometimes it's difficult also exploring those questions because, as Jackie mentioned earlier,
\[Bruno\]: Europe is not geographically huge, but it's extremely diverse in terms of expectations, cultures, languages, behavior, socioeconomic trends.
\[Bruno\]: I mean, three hours of flight will take you to the other side of Europe, to Scandinavia, which is extremely rich and behaves completely different than Southern Europe, where people are used to sun, relaxed life, but at the same time, economics are horrible.
\[Bruno\]: So, you know, within the same landmass, you have huge array of completely different socioeconomic statuses, approaches to power, approaches to hierarchy.
\[Bruno\]: The only thing that both Jackie and I have found and experienced is that this has to be taken as part of the inquiry process.
\[Bruno\]: It is a part of building that mutuality, of building that participation and
\[Bruno\]: What we believe is very important and this might be actually helpful advice is do not demand it.
\[Bruno\]: You cannot demand that people strip naked in front of you and share everything so you can become equal because you think, you have specific standard of what equal means, but first you have to learn what does equal mean to the other side.
\[Bruno\]: One of the worst things I have witnessed, and I'm saying this, I have witnessed, this is not something that happened in what either Jackie or I or together we have been doing is when a person decides to share everything,
\[Bruno\]: in order to become equal and then demands everybody else to do the same because they did it.
\[Bruno\]: That's not equality.
\[Bruno\]: That's not equalizing power.
\[Bruno\]: That's the opposite.
\[Bruno\]: You're exercising your power.
\[Bruno\]: You're brutalizing your co-inquirers because you decided that this is now the level that everybody should be at and therefore oblige, come along.
\[Bruno\]: So it is very sensitive, it is difficult to navigate, and that has to be done with utmost care.
\[Bruno\]: And even if you do it wrong in a sense, it's better if you do it in the participatory manner.
\[Bruno\]: If we reach this point together, mutually, because then we can heal the rift, but if it was forced, if it was hammered into,
\[Jacqueline\]: and inquiry is gone you you you you have sailed too far too far off well there's i think there's so much to say here you we can dedicate it more than an hour only to this subject um first i'm going to challenge bruno a bit your
\[Jacqueline\]: statement of inquiry doing right or doing wrong i think in action research is not really existing i would nuance that i would say it's a myth that we can actually be fully mutual i think the primary researcher always holds a subtle power for how much we make that explicit invite people's voices
\[Jacqueline\]: invite perspective and bring their whole selves into the inquiry.
\[Jacqueline\]: It is, I think it's a myth.
\[Jacqueline\]: Beginning action researchers, as I am, still feel I am, I think it's good to relax into that so you can actually pay attention to make these things explicit instead of
\[Jacqueline\]: being focused on doing it right and assuming that it actually is mutual inquiry i think that's a very important point to start with there are always subtle power differences i would say in our group bruno you are very confident you have a strong voice you're male um in the beginning i would say there was a subtle um
\[Jacqueline\]: I wouldn't call it power, but there was more voice of you until you yourself, which was beautiful.
\[Jacqueline\]: You said, I am going to become... Maybe you can explain it yourself.
\[Jacqueline\]: Do you remember your developmental action?
\[Jacqueline\]: What you did with that?
\[Jacqueline\]: The permeable... Maybe you can explain it yourself because it's best heard from the person themselves.
\[Jacqueline\]: And then I will explain how that relates to, for me, to the power conversation.
\[Jacqueline\]: I can tell the two in my words, but then correct me if I do it incorrectly.
\[Jacqueline\]: So we all had a growth edge in our group.
\[Jacqueline\]: So we said, well, what is one thing that we're looking at ourselves that we would like others to give feedback on when we see that happening in real time?
\[Jacqueline\]: And Bruno came forward with,
\[Jacqueline\]: becoming more permeable in the sense that he, as a confident person and obviously smart and skilled in many ways, he felt himself that he sometimes had this quite strong border.
\[Jacqueline\]: This is right.
\[Jacqueline\]: This is wrong.
\[Jacqueline\]: This is my opinion.
\[Jacqueline\]: And he wants to become more permeable.
\[Jacqueline\]: to influences from the outside.
\[Jacqueline\]: And one of the things that he did that for me was noticeable, he didn't say that, by the way, in our inquiry group, instead of speaking first, always in our cohorts or with some kind of practices, he would at least almost towards the end, speak towards the end, give his contribution to the end.
\[Jacqueline\]: That was a huge difference in the
\[Jacqueline\]: I don't know, the subtle interaction and emergence within the group.
\[Jacqueline\]: I find that a beautiful example of Bruno, what he did, for example.
\[Jacqueline\]: So for me, yeah, there was subtle power, even in our smaller group of four.
\[Jacqueline\]: We invited two women to be in the group as well, that we would have six.
\[Jacqueline\]: In the end, we ended up with me and then three males.
\[Jacqueline\]: So I felt, yeah, there was a gender informed dynamic in the beginning, but
\[Jacqueline\]: exercised by me as much as exercised by the others so i inquired into when am i not focusing on certain contributions while the space might be good to do so why do i hold back for example why don't i speak about that so for me that became a part of the inquiry it wasn't a huge power difference but it's good i think for everybody to acknowledge there's always some influence
\[Jacqueline\]: Speaking to power, I would say less subtle, but interesting.
\[Jacqueline\]: One of my inquiry groups, I said it before, we would engage in vertical development inquiries from our own point of view.
\[Jacqueline\]: So the role of the body in adult development.
\[Jacqueline\]: And we did some assessments, but not assessments like vertical assessments.
\[Jacqueline\]: We did some assessments that had to do with embodied awareness.
\[Jacqueline\]: But still people, by the way, you could say in a vertical developmental profiling sense, there were two people at one extreme and some people at what we call earlier stages of development.
\[Jacqueline\]: And I would notice that there was a lot of listening to what we would call more unitive
\[Jacqueline\]: perspective so profiled at unity level there was such an articulation and such a world that many of the others could barely grasp at times but felt attracted to by the the richness of the articulation that he took up quite some space until he said hello i'm taking up all the space what are we doing here and i brought that into the group what else do we see here that might be
\[Jacqueline\]: influencing how we inquire or what voices we are hearing.
\[Jacqueline\]: So yeah,
\[Jacqueline\]: There is this subtle power, but there can also be power not necessarily because of race, but there can also be power of the way we are shaped, for example, the narratives by which we are shaped, and that holds certain voices back.
\[Jacqueline\]: I want to expand it.
\[Jacqueline\]: And of course, in power, it is very important to look at marginalized groups or race or identities, but it's in all kinds of forms and shapes.
\[Jacqueline\]: If we want to research in depth, we have to acknowledge all of them.
\[Jacqueline\]: Simply noticing when voices are absent, simply noticing when we see embodied responses of maybe withdrawal or unfolding or,
\[Jacqueline\]: making that explicit there are all kinds of ways of making the subtle things more um yeah more bring that into the circle and make that part of the inquiry because usually that becomes an inquiry of the person who notices that or an inquiry of the person who might be subtly in a in a different position that makes sense makes
\[Tomas\]: A lot of sense, perfect sense.
\[Tomas\]: You all have shared such brilliant insights with us in this conversation.
\[Tomas\]: And I'm so appreciative of your time and your thoughtfulness.
\[Tomas\]: I have a couple more questions for you as we start to wrap up.
\[Tomas\]: So thinking about, and Bruna, did I cut you off?
\[Tomas\]: Did you want to add anything else to that?
\[Tomas\]: Okay, thank you.
\[Tomas\]: So as we wrap up, I want us to start thinking, you know, kind of thinking more forward, thinking about where your work leads next.
\[Tomas\]: So I'm going to kind of bundle these next two questions.
\[Tomas\]: What do you see to be the impact of this research so far?
\[Tomas\]: And where do you see this work leading next?
\[Jacqueline\]: I alluded to that before in the sense that our inquiry, the one that Bruno and I did with the two others, already informed a more relational approach in my current research that has been very important.
\[Jacqueline\]: The way I hold reflexivity in practice has been
\[Jacqueline\]: um enormously influential in how i hold these spaces and outside of research i have seen how powerful instead of group coaching i engage now more circles of people um as i am inviting people to relate to each other in different ways as attending to the present moment and attending to the purpose of whatever they are
\[Jacqueline\]: focusing on and i see what a relief people have to speak to their patterns to certain tendencies to which often are based on or have a connection with shame or a connection with um aspects of earlier life that they felt that needed to be hidden or
\[Jacqueline\]: somehow put us out outside of work to become more humane in the workplace and make that a normal conversation um that is outside of research but has been very powerful and i i plan to do more of these circles as i see how that impacts people and
\[Jacqueline\]: basically get available and energy available because what I said before, there is no managing of oppressions.
\[Jacqueline\]: There is no managing of something that needs to be, um, need to stay out of work basically.
\[Jacqueline\]: So yeah, let me start with that.
\[Jacqueline\]: Maybe something else comes up for me as Bruno continues.
\[Bruno\]: Okay.
\[Bruno\]: So I'm a little bit distracted because the weather is bad at my part of the world and it's getting crazy on the window.
\[Bruno\]: So I apologize if I doze off for a second.
\[Bruno\]: Jackie mentioned some of the important things, so I will not repeat that too much.
\[Bruno\]: When we set out to share this, as we said, it was with the hope of other researchers and practitioners finding something to help them in their own inquiries, to reach beyond us.
\[Bruno\]: We know it can be painful to learn things the hard way.
\[Bruno\]: So we hope others can save a little bit of pain by using what little insight we have shared.
\[Bruno\]: In terms of my takeaways, it's similar to Jackie.
\[Bruno\]: I was able to leverage this for further inquiries and activities I have engaged with others.
\[Jacqueline\]: What we have shared is this embodied element.
\[Bruno\]: And that's why it's also the first word of our paper.
\[Bruno\]: In my case, the embodiment comes through martial arts.
\[Bruno\]: I've been doing martial arts ever since I was a little kid.
\[Bruno\]: I have over 30 years of experience with martial arts.
\[Bruno\]: And I realized, I mean, I always knew it, but I realized only after engaging through action research, how much does that impact the way you are?
\[Bruno\]: the way you appear, the way you convene, the way you inquire.
\[Bruno\]: And my professional practice is focused on innovation.
\[Bruno\]: Innovation is about dealing with uncertainty, with unknown, with the messy.
\[Bruno\]: And that may sound familiar because action research is also about all these things.
\[Bruno\]: And what is joint is that our bodies, in a sense, are vessels of everything.
\[Bruno\]: We interpret, make sense through our bodies.
\[Bruno\]: We enact ourselves through our bodies.
\[Bruno\]: They're really the nexus of everything.
\[Bruno\]: And this is what Jackie mentioned earlier, where we diverge a little bit from Torbert and action inquiries.
\[Bruno\]: We really focus on that body as a nexus.
\[Bruno\]: And that is kind of what I've been focused in my doctoral thesis.
\[Bruno\]: And what's next is, you know, bringing all that together, body as a nexus of this, as a practice, as the inquiry, as dealing with the uncertain.
\[Bruno\]: how that happens, how that transpires in many different ways, shapes and forms, because everybody has a body, but everybody reacts a little bit differently.
\[Bruno\]: I see Jackie laughs, but is it not true?
\[Bruno\]: Everybody, at least so far, I mean, we haven't found the sentient rock, so so far it's just...
\[Bruno\]: just us with bodies.
\[Bruno\]: And it's a completely different way to think because the actual unit of analysis changes.
\[Bruno\]: Because once you start to seriously consider the body, the embodied knowing, embodied expression, you enter a territory that should be obvious, but it's so difficult.
\[Bruno\]: Like all this phenomena that we have been describing today, I want to say it's easy to act, but it's so difficult to reflect and be reflexive about why.
\[Bruno\]: you acted in a certain way so all the examples that jackie was offering they they are coming they're stemming through long and deliberate and sometimes challenging reflections and reflexivities to be able to to articulate such such positions and
\[Bruno\]: What is a little bit ironic is that there's a lot of writing on embodiment, importance of embodiment, and it's all disembodied.
\[Bruno\]: But I will not go there because we are already two hours in.
\[Jacqueline\]: Yeah.
\[Jacqueline\]: Yeah.
\[Jacqueline\]: I can add something to that, which sounds a little bit as an ending.
\[Jacqueline\]: I'm not sure if the ending should be the ending already, but I'll do it.
\[Jacqueline\]: And Bruno inspired me to that by speaking to the body.
\[Jacqueline\]: I think our modern and postmodern even instincts is to lead with the intellect still.
\[Jacqueline\]: And we assume that we can resolve the meta crisis or the poly crisis or whatever you want to call it with becoming more complex, complex of mind.
\[Jacqueline\]: But how I see it, and I think we see it, it's we avoid looking at gazing into the painful and disorienting, if you want to call it, deeper truths about ourselves as humanity.
\[Jacqueline\]: And that hold the key to delineation and division that we experience in the world.
\[Jacqueline\]: And I think we can only resolve
\[Jacqueline\]: these human challenges together if we start looking at how we are shaped in life and how we individually and collectively hold these truths.
\[Jacqueline\]: And one of the problems we have in our world is that the vision to the so-called between the brain and the body, or sometimes called the mind.
\[Jacqueline\]: I don't agree with that definition of the mind.
\[Jacqueline\]: Let's call it the brain and the body.
\[Jacqueline\]: There is no, there are expressions of the same whole
\[Jacqueline\]: unity that the human is in our perspective so if we start actually paying attention to our full and embodied self and the sense of a separate self that doesn't exist in our view then we can start healing more of the world and this is a good way our research is a way of inviting people let's start looking at the
\[Jacqueline\]: parts that makes us feel make us feel uncomfortable it's not easy it's hard to look at these parts but let's do it for the sake of our world that's our invitation i do have one last question for you you and um it's really uh
\[Tomas\]: Just to put a fine point on it, what advice do you have for your future self doing your next action research?
\[Tomas\]: And what else would you like to say to feel complete with this conversation today?
\[Bruno\]: This is the reflexive silence.
\[Jacqueline\]: That's good.
\[Bruno\]: It's a pity, dear listener, you have only sound and not the video as well, so you can enjoy our reflective faces, body postures, the embodied reaction to the deep inquiry.
\[Jacqueline\]: Yes.
\[Bruno\]: Okay.
\[Bruno\]: If I may, I'll be brief.
\[Bruno\]: And then, Jackie, you follow up as you wish.
\[Bruno\]: First, Thomas, I think this has been an amazing conversation.
\[Bruno\]: So the questions were very, very deep.
\[Bruno\]: And I hope we didn't drone on too much.
\[Bruno\]: I really feel that we have covered all the important questions.
\[Bruno\]: So I feel quite complete.
\[Bruno\]: I don't feel like we missed out on anything critical.
\[Bruno\]: And by that, I do not mean that we explain everything perfectly.
\[Bruno\]: all the important topics all the messiness of the process came to life as did our insights and that was our hope to share like here is this process here is how we made sense of it and this is what we learned and at the moment i cannot remember who said it but it was something along the lines of
\[Bruno\]: That most personal is most generalizable.
\[Bruno\]: And that is what we attempted to do.
\[Bruno\]: This is what was personal to us.
\[Bruno\]: We offer it without expectations.
\[Bruno\]: It's up to you.
\[Bruno\]: In terms of advice for myself, and this is advice for myself, so it's specific to me.
\[Bruno\]: And Jackie alluded to it a little bit.
\[Bruno\]: For me, advice keeps being pause.
\[Bruno\]: Take a break.
\[Jacqueline\]: three so I advise it to myself because I will need that advice in the future so pause Bruno I love that I can only echo Bruno in the sense that we covered a lot no doubt we could have another hour and deepen some other things but
\[Jacqueline\]: I would invite people if they have any questions that probably it will be clear where to find us and just, I would say, reach out and we'll speak a bit more.
\[Jacqueline\]: So that related to the fullness of this conversation.
\[Jacqueline\]: So thank you, Thomas, for guiding us into this space in which this has become possible.
\[Jacqueline\]: I feel some resistance towards the question, what advice do I have for my future self?
\[Jacqueline\]: Maybe I'm used to answering questions, what advice would you have for your younger self?
\[Jacqueline\]: Maybe that's the resistance.
\[Jacqueline\]: What would help me if I take the question as Bruno has interpreted it, as in what is important for my own research?
\[Jacqueline\]: moving forward is i would say trusting my own voice with the most humble position i'm capable of at the same time and involve as many people as i can
\[Jacqueline\]: share my reflections because in relationship is really where we co-create knowledge and where we come to insights that by ourselves are not possible i'm sure there's a lot more advice that i could give myself but i keep it i have a lot to learn but i keep it here thank you thomas
\[Tomas\]: Jackie, Bruno, I just want to thank you very, very much for your openness, for the generosity that you extended to us today with your time and your insights.
\[Tomas\]: Such a brilliant conversation that I know I'm going to be reflecting on throughout the day today.
\[Tomas\]: And moving forward, and I know our listeners are going to benefit greatly from what you shared with us today.
\[Tomas\]: So thank you so much.
\[Tomas\]: It was a pleasure chatting with you and hope that we can stay connected and continue this conversation again.
\[Jacqueline\]: Absolutely.
\[Jacqueline\]: Thank you, Tomas.
\[Bruno\]: Thank you.
\[Bruno\]: It's been a pleasure.
\[Bruno\]: Thank you for having us.
\[Bruno\]: Thank you.
### Benevolent termination
URL: https://www.pesec.no/benevolent-termination/
Last updated: 2026-05-26T07:00:03.000Z
Stopping an unpromising idea early is an act of kindness.
If it is good, it will come back.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
If you are measured on innovation results, this programme addresses the root cause of failure: the absence of actively managing innovation investments. Through twelve strategic deep dives, you will master innovation boards, portfolios, accounting, and more. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The S.O.S. approach
URL: https://www.pesec.no/the-sos-approach/
Last updated: 2026-05-25T05:55:15.000Z
Imagination is a wonderful thing.
And it is not just for children.
It is in fact plenty useful in business too.
Imagining how might the future look like.
Imagining how a plan might unfold.
Imagining what the outcome might be.
Imagining various *what if* situations.
Imagining what might happen if things go bad.
Truly, endless possibilities, limited only by our—wait for it—imagination!
Here is a simple structure I call S.O.S. for leveraging imagination for innovation, growth, and transformation:
- **Scenarios**: given our context, what might happen? Articulate the current state, relevant basic trends, key uncertainties, and what is driving change. Then apply imagination to craft a number of scenarios.
- **Options**: given our desired state and imagined scenarios, what can we potentially do? Usually the most difficult part is articulating and agreeing on what is it we really want to accomplish. When we have that, then the fun part comes: generating all the ways we could bridge the gap between the current state and desired state.
- **Strategy**: given our context and available options, what will we choose to do? Use imagination to work through all the options, in order to evaluate them and select the smallest mix that can create the greatest results.
Above process can be used at any organisational level. All that is needed are people. Ideally in the same room or workspace, since that makes it much easier to bounce ideas off of each other.
Imagination is a wonderful thing, is it not?
### The ubiquity of quality
URL: https://www.pesec.no/the-ubiquity-of-quality/
Last updated: 2026-05-21T06:13:36.000Z
Quality, in its true and original meaning, is all encompassing.
Quality principles can be applied to any process, in any environment, and for any cause. I've been leveraging everything I know about quality to innovate faster, outstrategise competition, and drive change that sticks.
Imagine how delighted I was at the [Kvaliteta360](https://kvaliteta360.eu/?ref=pesec.no) conference where above came to the fore. Professionals shared their experiences with making business better in a myriad of industries.
For example, [Tash Pericic](https://hr.linkedin.com/in/tash-pericic-0aa2b630?ref=pesec.no) spoke about improving systems and growing people in the hospitality, while my friend [Filip Stipančić](https://smion.com/hr/?ref=pesec.no) talked about how organisations can use open innovation to solve their burning issues.
Innovation, another topic close to my heart, is often considered at odds with quality. But that couldn't be further from the truth. They are in fact mutually reinforcing paths toward creating value for customers, businesses, and society.
*P.S. If above resonates, then you might appreciate* [***Dogmabuster: On Why Improvement Versus Innovation is Nonsense***](https://www.pesec.no/on-misleading-duality-of-creating-value/)*and* [***Supercharging Innovation with Lean***](https://www.pesec.no/the-value-factory/) *articles.*
### Not a memento
URL: https://www.pesec.no/not-a-memento/
Last updated: 2026-05-19T07:00:42.000Z
Innovation processes can and should be standardised.
Standards can and should be broken.
That is continuous improvement.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Innovation Organisation Advantage
Most innovation initiatives don't fail because of the market or the competition—they fail because the organisation itself gets in the way. A 3-hour seminar for leaders who wish to shape innovation organisations that deliver. [Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Using serious games is great for teaching innovation skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality. [Register before June 6th to secure the early bird price](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The corporate innovation paradox
URL: https://www.pesec.no/the-corporate-innovation-paradox/
Last updated: 2026-05-18T06:56:08.000Z
Have you ever experienced tensions between the innovation function and other parts of the organisation?
When one rejects the ideas and suggestions of the other?
It is a classic corporate innovation paradox:
Be different.
But not too different, because we reject you for being too alien.
Be similar.
But not too similar, because we reject you for being too alike.
I've seen this happen again, and again, even in most cooperative and collaborative environments.
That's why every innovation system must be unique, born and bred withing the organisation, iterated through real trials and tribulations. Then ownerhsip is real, and that fine middle path is not just cognitively understood but actually grounded in shared lived experience.
And there are no shortcuts for that.
In the [*Managing the Emotional Challenges of Structural Ambidexterity*](https://doi.org/10.1177/00081256261442210?ref=pesec.no) paper, [Timo Vuori & Michael Tushman](https://www.linkedin.com/feed/update/urn:li:activity:7460894887476125696/?ref=pesec.no) surface four specific hostilities that emerge between the organisational functions as well as five moves one can do to relax and release them:
> Our theoretical model shows how ambidextrous structures create four tensions:
>
> 1\. Senior team’s inconsistent strategic agendas and frustration
> 2\. Board of Directors’ wariness toward the unknown
> 3\. Inter-unit inconsistency and hostile emotions
> 4\. Exploration vs. top management team asymmetric emotional commitment to uncertain initiatives
>
> And five solutions that start from structural and move toward psychological--you need all of them:
>
> 1\. Bring the future closer
> 2\. Expand firm identity
> 3\. Increase discipline in exploration
> 4\. Self-awareness
> 5\. Empathy
The article is well worth a read if you are into corporate innovation.
Vuori, T. O., & Tushman, M. L. (2026). Managing the Emotional Challenges of Structural Ambidexterity. **California Management Review*, 00081256261442210\. [https://doi.org/10.1177/00081256261442210](https://doi.org/10.1177/00081256261442210?ref=pesec.no)
### The Innovation Booster #5
URL: https://www.pesec.no/the-innovation-booster-5/
Last updated: 2026-05-15T08:58:48.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on innovation boards, hiring talented people, six reasons AI projects fail, how AI made customer validation more difficult, and making customers love you:
1. [**Corporate Innovation Governance: A Practical Guide. Article 3 — WHEN**](https://www.linkedin.com/pulse/corporate-innovation-governance-practical-guide-3-jurado-apruzzese-wonae?ref=pesec.no) **by Susana Jurado Apruzzese**. Innovation boards, special-purpose governing bodies with mandate to invest into innovative projects and ventures, must meet on a regular cadence to ensure portfolio investments are progressing at a good pace. Finding a good rhythm is vital for setting the expectations for both innovators and decision makers. Susana shares cadence that worked best at Telefónica.
2. [**How to hire people who are better than you**](https://longform.asmartbear.com/hire-better-than-you/?ref=pesec.no) **by Jason Cohen**. Investing in innovation is also investing in future talent and capabilities. Jason suggest three heuristics to rely on when recruiting talent that is outside of your core expertise: (i) you wish to implement their ideas, (ii) you learn something from them, (iii) they have potential to elevate the whole organisation, and (iv) ask them how would they deal with a real problem you have.
3. [**Why AI Projects Fail: 6 Mistakes That Kill ROI (and How to Fix Them)**](https://weareoutcome.co/blog/why-ai-projects-fail-6-mistakes-that-kill-roi-and-how-to-fix-them/?ref=pesec.no) **by Dan Toma**. AI is all the rage these days. It is also a stellar reminder of how little we have learned about developing innovative projects. Dan goes into six specific issues he has encountered, but truly, #1 dwarfs the all: starting with a solution. [And solution-first approach still sucks.](https://www.pesec.no/solution-first-still-sucks/)
4. [**AI and Teaching – The Brave New World**](https://steveblank.com/2026/04/22/ai-and-teaching-the-brave-new-world/?ref=pesec.no) **by Steve Blank**. The godfather of Lean Startup confirmed what I have been observing in the corporate world as well: AI has made customer validation harder, diminished the quality of insights (from research and experimentation), and overwhelmed the customers. We are at peak uncertainty, and should focus on learning as much as possible, as quickly as possible. Worst time to delegate thinking and creativity.
5. [**On Making Customers Love You**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-5-may-2026/) **by Bruno Pešec \[subscriber exclusive\]**. Innovation is about value creation. But is it about your customer loving you? Or something else? Well, it most certainly isn't about making their life miserable.
****DEVELOPMENTAL OPPORTUNITIES**
upcoming growth & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Innovation Organisation Advantage
Most innovation initiatives don't fail because of the market or the competition—they fail because the organisation itself gets in the way. A 3-hour seminar for leaders who wish to shape innovation organisations that deliver. [Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### On failure, fear, and feedback
URL: https://www.pesec.no/on-failure-fear-and-feedback/
Last updated: 2026-05-14T05:00:31.000Z
I've recently discussed learning from failure, overcoming fear of innovation, and focusing on the right feedback with Ezekiel Iferia of the Failcraft podcast.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-executives-are-terrified-of-your-ideas-the/id1846142093?i=1000760949397&ref=pesec.no) or using the player below:
### Lament of the wicked
URL: https://www.pesec.no/lament-of-the-wicked/
Last updated: 2026-05-12T07:00:57.000Z
"It can't be done!"
"That's how we've always done it!"
"We don't do that anymore! The catalogue/website/portfolio is outdated..."
Best response?
Just smile and keep on innovating.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Innovation Organisation Advantage
Most innovation initiatives don't fail because of the market or the competition—they fail because the organisation itself gets in the way. A 3-hour seminar for leaders who wish to shape innovation organisations that deliver. [Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Using serious games is great for teaching innovation skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality. [Register before June 6th to secure the early bird price](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Solution-first still sucks
URL: https://www.pesec.no/solution-first-still-sucks/
Last updated: 2026-05-11T07:09:25.000Z
In some industries AI has now driven the time required to build solutions (or at least semi-functional unscalable prototypes) to new lows. That, of course, translates into nothing but accelerated waste if the need was not identified and proven ahead of time. We are still back to the original issue of having a solution in search of a problem—the worst position to be in.
All contemporary innovation methodologies like lean startup, JTBD, outcome-driven innovation, design thinking, have the same thing in common: a belief that the innovation process should begin by understanding the customer's needs.
They differ in how those are articulated: problems, jobs, outcomes, frustrations, friction points, pains, gains, so on and so forth. They also differ in specific process steps, but in essence share the same meta-process:
1. Identify the need.
2. Prove the need.
3. Satisfy the need.
The reasoning, backed by practice and research, is that by qualifying the needs first we are able to meet them better through more accurate products and services that succeed in the market. We obviate guessing, playing cat and mouse with customers, and we focus on value creation. We also save costs because building a solution is the most time consuming and expensive part.
Now, those that are able to leverage new technologies to perform all three steps are the ones that will outpace the competition. Obsessing over understanding the customer is still the way to go.
### On innovation, scale, and profitability
URL: https://www.pesec.no/on-innovation-scale-and-profitability/
Last updated: 2026-05-07T07:00:52.000Z
I recently took a deep dive into corporate innovation, managing innovation at scale, and generating attractive returns with Florian Haufe of the Business Unbound podcast. We discussed a number of topics:
- the difference between innovation theater and genuine enterprise innovation capability;
- vertical-slice governance and why innovation boards should stay lean, direct, and cross-functional;
- stage gates, evidence thresholds, and what leaders should look for before releasing the next tranche of support;
- core, adjacent, and transformational portfolios as a way to map innovation risk and strategic balance;
- bureaucracy as organizational defense against trauma, especially in regulated industries;
- the distinction between R&D, innovation, and corporate venture investing as separate organizational functions; and
- AI, optionality, and why enterprises should remain pragmatic while staying alert to structural change.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-innovation-is-a-management-problem-not-an/id1855281376?i=1000766379478&ref=pesec.no) or using the player below:
Alternatively you can also watch the episode [here](https://www.youtube.com/watch?v=964HYTij-ro&ref=pesec.no) or using the player below:
### A simple formula
URL: https://www.pesec.no/a-simple-formula/
Last updated: 2026-05-05T07:00:22.000Z
A simple formula for success:
Core capabilities + strategic innovation = perennial growth.
Do you have the discipline and focus to pursue it?
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Innovation Organisation Advantage
Most innovation initiatives don't fail because of the market or the competition—they fail because the organisation itself gets in the way. A 3-hour seminar for leaders who wish to shape innovation organisations that deliver. [Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Using serious games is great for teaching innovation skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality. [Register before June 6th to secure the early bird price](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### No maybe
URL: https://www.pesec.no/no-maybe/
Last updated: 2026-05-04T06:52:06.000Z
Best [innovation boards](https://www.pesec.no/quickstart-innovation-boards/):
- meet innovation teams regularly;
- don't waste time on "status reports;"
- don't engage in pitching or brainstorming;
- expect innovation teams to propose the next step and required funding;
- expect innovation teams to back their recommendations with data and insight;
- clarify any and all strategic priorities and postures regarding relevant matters;
- match their investment criteria to the maturity of the initiative;
- protect the innovation budget by releasing it in tranches;
- make a yes or no investment decision, no maybes;
- document their investment decisions; and
- involve other senior leaders when needed.
Innovation boards, also known as venture or growth boards, are special-purpose governing bodies with mandate to invest into innovative projects and ventures.
This July I will do a deep dive into effective innovation boards in London:
[The Innovation Organisation AdvantageThe Innovation Organisation Advantage · July 3, 2026 · London, UKBruno PešecBruno Pešec](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-5-may-2026/
Last updated: 2026-05-15T05:50:26.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## **On Making Customers Love You**
We finished our third circle above Pula. Something was wrong.
Up until point the flight from Oslo, Norway, to Pula, Croatia, was quite uneventful. But now we were making circles above the sunny sea-side town. I wondered if there was some sort of congestion on the tiny local airport.
Suddenly there was some static noise, followed by captain speaking through the crackly system.
“I would like to inform you that engine fire-alarm system is on. It is probably nothing, but we must follow the protocol. We will be heading to Copenhagen.”
You could see the atmosphere change in a moment. Croatia is Norwegians’ favourite summer destination—most of them have already mentally landed and were thinking about beautiful beaches, delicious delicacies, and wondrous wine.
Now there was a risk of catastrophic accident, we were not to land in Croatia, not even return to Norway, but rather head to Denmark, instead. Since I was in the first row I overheard the flight attendants—we were going to Copenhagen because that is where main maintenance facilities are.
_This post is for subscribers only._
### On innovation failure, overcoming fear, and business success
URL: https://www.pesec.no/on-innovation-failure-overcoming-fear-and-business-success/
Last updated: 2026-05-04T06:12:30.000Z
I've recently discussed innovation failure, overcoming fear, and business success with Ezekiel Iferia of the FailCraft podcast.
We talked about:
- why some ideas succeed while others fail,
- reputational risk leaders face when backing innovative ideas,
- how to deal with aggression and fragility,
- why investing in orphan ideas is a bad idea,
- using board games to simulate business failure safely,
- three questions every idea must answer, and
- augmented strategy.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-executives-are-terrified-of-your-ideas-the/id1846142093?i=1000760949397&ref=pesec.no) or using the player below:
### Is it valuable?
URL: https://www.pesec.no/is-it-valuable/
Last updated: 2026-04-28T07:00:39.000Z
If it improves the customer's condition, then it is valuable.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The silent slip
URL: https://www.pesec.no/the-silent-slip/
Last updated: 2026-04-27T05:47:10.000Z
Over time the organisation's systems will slowly evolve to serve the organisation first, and customer last. Consequently, these customers are most likely to leave once they experience the breakdown in the relationship. Prudent organisations will remain vigilant of this and continuously ensure that their products, processes, and people truly serve their customers.
### On creativity, uncertainty, and discipline
URL: https://www.pesec.no/on-creativity-uncertainty-and-discipline/
Last updated: 2026-04-23T05:00:07.000Z
I've recently discussed creativity, uncertainty, and discipline with Oti Jay of the Infinite Dialogues podcast.
We talked about the difference between creativity and discipline, why innovation often fails in established companies, and how leaders can navigate uncertainty without losing clarity or momentum. We also explore the role of failure, organisational fear, and the inner skills required to lead through complexity.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/innovation-as-discipline-leadership-complexity-profitable/id1861271503?i=1000760679133&ref=pesec.no) or using the player below:
### Nimble commitment
URL: https://www.pesec.no/nimble-commitment/
Last updated: 2026-04-21T07:00:41.000Z
Commit to solving the problem; improving the condition; overcoming the challenge; achieving the outcome; while remaining agile and flexible with the pathway and ideas to achieve so.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Satisfied into irrelevance
URL: https://www.pesec.no/satisfied-into-irrelevance/
Last updated: 2026-04-20T06:12:00.000Z
Looking for ideas by prompting LLM models may be actively detrimental to innovators unless they have an iron will and discipline to look beyond the superficial and dig deeper.
At the moment, great majority of popular LLM models have sycophantic tendencies, striving to satisfy the user first and foremost. Combine that with all natural tendency of innovators to fall in love with ideas—which are most often expressed as solutions, versus problems or desired outcomes—and we have a dangerous mix.
This creates fertile ground for premature stoppage of exploration and discovery, in essence leading the innovators to a local optimum (if they are lucky), resulting with wasted time, effort, and high risk of opportunity cost.
To be clear, I am not advocating for Ludditism but rather for critical and thoughtful application of tools at hand. Creativity is a too important of a muscle to allow it to atrophy.
### On valuable ideas, innovation systems, and implementation
URL: https://www.pesec.no/on-valuable-ideas-innovation-systems-and-implementation/
Last updated: 2026-04-16T05:00:13.000Z
I've recently discussed innovation, systems, and execution with Blessed Igberase of The Thought Atlas Podcast.
We talked about:
- why so many innovation efforts fail,
- what actually makes an idea valuable,
- how organizations confuse ideas with outcomes,
- why customer understanding matters so much, and
- how curiosity and experimentation move innovation forward.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-most-innovation-fails-to-create-value-bruno-pe%C5%A1ec/id1867888799?i=1000760075567&ref=pesec.no) or using the player below:
### The Innovation Booster #4
URL: https://www.pesec.no/the-innovation-booster-004/
Last updated: 2026-04-15T07:24:42.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on corporate innovation governance, organisational ambidexterity, systemic failure, ideas that are dead on arrival, and effective communication:
1. [**Corporate Innovation Governance: A Practical Guide. Article 2 — HOW**](https://www.linkedin.com/pulse/corporate-innovation-governance-practical-guide-2-how-susana-vnnve/?ref=pesec.no) **by Susana Jurado Apruzzese**. [Innovation leaders'](https://www.pesec.no/quickstart-innovation-boards/) most important tools for managing innovation are (i) [innovation thesis](https://www.pesec.no/quickstart-innovation-strategy/) which encapsulates their innovation strategy, ambition, and investment policy, (ii) [innovation portfolio](https://www.pesec.no/quickstart-innovation-portfolio-management/) to track all their initiatives and investments, (iii) [innovation funnel](https://innovationaccountingbook.com/blog/innovation-pipelines-funnels-and-portfolios/?ref=pesec.no) to track and influence the development of aforementioned, and (iv) an [innovation accounting system](https://www.pesec.no/how-to-implement-an-innovation-accounting-system/) to measure their efforts and results. Susana is one of the rare leaders who has put all of that into practice.
2. [**Nuclear Ambidexterity**](https://www.linkedin.com/pulse/nuclear-ambidexterity-%C3%A1lvaro-urech--doxte?ref=pesec.no) **by Álvaro Urech**. Exploiting and exploring, sustaining and reshaping, "running the business" and "changing the business," are all various forms of how people describe organisational ambidexterity. This elusive capability to concurrently operate two, seemingly, opposing systems attracts academics and professionals alike. Álvaro draws on his background and rich experience to explore the topic through the lens of physics.
3. [**When the system fails**](https://workwellconsulting.substack.com/p/when-the-system-fails) **by Andrew Hollo**. Over time the organisation's systems will slowly evolve to serve the organisation first, and customer last. Consequently, these customers are most likely to leave once they experience the breakdown in the relationship.
4. [**Your Startup Is Probably Dead On Arrival**](https://steveblank.com/2026/03/17/your-startup-is-probably-dead-on-arrival/?ref=pesec.no) **by Steve Blank**. Although Steve writes about startups, his warning applies to corporate innovators as well—if you started working on your idea more than two years ago it is very likely that many of your initial assumptions are simply no longer true.
5. [**On Effectively Communicating Ideas**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-4-april-2026/) **by Bruno Pešec \[subscriber exclusive\]**. Success of any idea hinges on our ability to share it with others. "Thinking out loud" with others might help you develop the idea, but it will rarely help with getting the idea across. In this issue I go deep into three types of communication: soliciting feedback, ensuring support, and securing resources.
****DEVELOPMENTAL OPPORTUNITIES**
upcoming growth & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### Cloudiness and mysticism
URL: https://www.pesec.no/cloudiness-and-mysticism/
Last updated: 2026-04-14T07:00:12.000Z
Clarify the nebulous; lift the veil; dispel mysticism; chase away confusion; cut through the fog; shake the shackles of obscurity—that is the work of innovation.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Back to basics
URL: https://www.pesec.no/back-to-basics/
Last updated: 2026-04-13T06:30:08.000Z
It's fascinating how many turnaround stories are about eliminating cruft and refocusing on core capabilities and customers.
When Lego was $800M in debt, losing $1M a day, they dropped everything that didn't directly deal with their core product—blocks—and maintained a sharp focus on it.
I have observed leaders repeatedly ignore the growth (and innovation!) potential of focusing on the organisation's core capabilities and customers.
There are countless ways of creating value for existing customers, especially if we are well informed about their needs and desired outcomes.
Why let such great opportunity in plain sight go to waste?
### On managing innovation, embodied knowing, and martial arts
URL: https://www.pesec.no/on-managing-innovation-embodied-knowing-and-martial-arts/
Last updated: 2026-04-20T06:13:40.000Z
I've recently took a deep dive into corporate innovation, martial arts, and embodied knowing with Suzie Lewis of the Let's talk Transformation podcast. We discussed a number of topics:
- doing vs. managing innovation;
- uncertainty, ambiguity, and strategy;
- martial arts & generative conflict;
- the innovation equivalent of sparring;
- serious games for experiential learning;
- augmented strategy and AI’s role;
- emotional behavior & innovation failure;
- rethinking hackathons & customer focus;
- HR’s role & embodied experience; and
- key leadership behavior for innovation.
In the episode description Suzie lists eleven key insights I shared. Three episode insights I'd like to highlight are:
- The difference between ‘doing’ and ‘managing’ innovation is important: the former is about transforming ideas into money (in a corporate context); the latter is doing it at scale, i.e. concurrently developing hundreds of ideas.
- Creativity brings something to life and is an inherent part of human nature - innovation is very personal, from which we can harness failure and maximise learning to create something of value.
- Martial arts redirect fear and aggression rather than eliminate them, providing a good lesson for CEOs in how to engage in generative conflict, which is consensual, respectful, collaborative and vulnerable.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/mastering-innovation-with-bruno-pesec/id1516783025?i=1000759466901&ref=pesec.no) or using the player below:
Alternatively you can also watch the episode [here](https://www.youtube.com/watch?v=IynengS6f6w&ref=pesec.no) or using the player below:
### Brave dissent
URL: https://www.pesec.no/brave-dissent/
Last updated: 2026-04-07T07:00:56.000Z
Strategy and innovation greatly benefit from constructive and generative disagreement. Bravely call out illogicalities, question assumptions, clarify ambiguities, and pursue curiosities. Do so respectfully and kindly, for you are all in it together, and all ought to benefit from it together.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Justified reluctance?
URL: https://www.pesec.no/justified-reluctance/
Last updated: 2026-04-06T06:30:57.000Z
Leaders are often criticised for their reluctance to invest in innovative ideas.
Are we to quick to judge them?
Contrary to the popular belief, I observed that senior leaders are often keen to invest in innovation. They understand innovation is a viable path for navigating uncertainty and creating value.
But they are also aware of the many risks, including loss of money, talent and reputation:
- *Loss of money.* Nearly 90% of innovation investments yield no returns. Executives find it difficult to control the cost of innovation. Too much control strangles innovation, while too little control leads to gambling.
- *Loss of talent.* Innovators are passionate about their ideas. If they cannot find means to express their creativity and entrepreneurship, they will seek other options.
- *Loss of reputation.* High-impact innovation projects are also high-risk, meaning an executive must champion it. Failure then becomes reflected on their track record.
Above are very real risks.
Good news?
Corporate innovation is about taking calculated risk, at scale.
There are systems, strategies, and skills we can put in place to maximise our odds of success, minimise our exposure, and fast-track our most promising ideas.
Best news?
Managing innovation can be learned, because it is a [transferable skill](https://www.pesec.no/mastering-innovation-management/).
### On leading with clarity and discipline
URL: https://www.pesec.no/on-leading-with-clarity-and-discipline/
Last updated: 2026-04-02T06:45:41.000Z
I've recently discussed leading through uncertainty with clarity and discipline with Elo Oghenevwede Splendour of the Elsplend Realities podcast.
We talked:
- how leaders can stay grounded while navigating complexity, risk, and transformation, and
- how emotional blind spots impact decision-making, and what separates resilient leaders from reactive ones.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/grounded-innovation-leading-through-uncertainty-with/id1845530618?i=1000758479244&ref=pesec.no) or using the player below:
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-4-april-2026/
Last updated: 2026-04-15T05:19:52.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Effectively Communicating Ideas
Transforming ideas into money is perhaps an overly simplistic, but still relatively accurate description of an innovation process.
The basic unit of work is an idea, or to be more specific a business idea. Here we must differentiate a mere thought from an idea. The former is fluffy, inarticulate, and incomplete. The latter is possible to articulate and state who is it for, what is it about, and what are the benefits for the benefactee and the benefactor.
The level and accuracy of the detail correspond to the idea’s maturity. At early stages, just after it has been articulated, the idea is nothing more than a bundle of assumptions held together by belief that it is worth further exploration. At later stages, for example after product-market fit has been reached, it is a bundle of market evidence and well-known high-risk assumptions that we must answer to scale further.
_This post is for subscribers only._
### Straight ahead
URL: https://www.pesec.no/straight-ahead/
Last updated: 2026-03-31T07:00:13.000Z
Executing strategy, developing innovative ideas, managing uncertainty—are never a straight line. Yet, any curve becomes straight if we zoom in enough. So figure out what is your next piece of straight line, and focus your effort there. Next straight segment will soon become obvious.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The importance of curation
URL: https://www.pesec.no/the-importance-of-curation/
Last updated: 2026-03-30T09:51:44.000Z
Given that nearly 60% of online texts have been generated by LLMs, manual curation has never been more important. Newsletters, blog RSS feeds, and digital publications are all great sources of information.
I've been curating my subscriptions for years, slowly adding and quickly removing various sources. There is always a risk of accidentally creating a bubble, an echo chamber if you will, but I'll take that over the risk of reading something no one put any significant effort nor thought in.
Most recently I launched [The Innovation Booster](https://www.pesec.no/tag/the-innovation-booster-newsletter/) newsletter, my humble contribution in the sea of online content. Each month I share five hand-picked reads on innovation, strategy, and growth, that I found illuminating, educating, and worth the time.
### Improving reflexivity through embodied action inquiry
URL: https://www.pesec.no/improving-reflexivity-through-embodied-action-inquiry/
Last updated: 2026-03-26T07:35:25.000Z
How might we become better at noticing how we shape others and how we are shaped by others?
This, and many other, were questions that set off a collaborative inquiry project in distant 2021\. [Jacqueline van Paassen](https://www.linkedin.com/in/jacquelinevanpaassen/?ref=pesec.no), [Matt Reeves](https://www.linkedin.com/in/matt-reeves-485a3132/?ref=pesec.no), [Jose Luis Bermudez](https://www.linkedin.com/in/joseluisbermudez/?ref=pesec.no) and myself set out to improve our reflexive capabilities through a number of participatory experiments. We used our learning to bolster our own practices as well as inquiries.
I'm delighted to share that part of our learning has now been published in the [special issue of the Action Research journal](https://journals.sagepub.com/toc/arja/24/1?ref=pesec.no) in the [**Embodied Collaborative Developmental Action Inquiry to Become More Reflexive Research-Practitioners in Action**](https://doi.org/10.1177/14767503251375861?ref=pesec.no)paper.
Further, I have also have also contributed to the guest editorial [**Mindsets of Transformation: Consciously Entangled Action and Research With a Responsive World**](https://doi.org/10.1177/14767503261423713?ref=pesec.no), which does a wonderful job of highlighting key themes across the contributions in the special issue.
Editorial is [freely accessible](https://doi.org/10.1177/14767503261423713?ref=pesec.no) and provides a great overview of all special issue contributions. [Our paper](https://doi.org/10.1177/14767503251375861?ref=pesec.no) can be accessed through usual academic channels, or you can reach out to me for manuscript version of the paper. [Action Research Plus](https://actionresearchplus.com/on-becoming-more-reflexive-research-practitioners-in-action/?ref=pesec.no) published a brief overview of our paper as well.
Paper abstract:
> This paper outlines several cycles of first- and second-person inquiry that explore how two doctoral candidates developed reflexive capacity-in-action. We illustrate the essential developmental shifts we experienced while facilitating research co-inquiry groups, offering a joint reflection through the theoretical lens of shifting and loosening habitual patterns. We explore how habitus and implicit relational patterns serve as blueprints for how we engage with and co-construct our social and organisational realities. Building on Collaborative Developmental Action Inquiry practices, we exemplify how research-practitioners can become aware of personal and cultural habituations that shape and constrain what we can hold in our awareness at any given moment. We present several cycles of reflection both in, and on action, beginning with our experiences as initiators of an Action Inquiry Group during our doctoral programme and the challenges we faced in extending this quality of inquiry beyond the research paradigm. Ultimately, we found that as action researchers, the specific practices described in this paper equipped us to better uphold the qualities of mutuality, integrity, and sustainability in collaborative projects within conventional contexts.
References:
- Van Paassen, J., & Pešec, B. (2026). Embodied Collaborative Developmental Action Inquiry to Become More Reflexive Research-Practitioners in Action. *Action Research*, *24*(1), 33–48\. [https://doi.org/10.1177/14767503251375861](https://doi.org/10.1177/14767503251375861?ref=pesec.no)
- Divecha, S., Bradbury, H., Zelner, B., Watkins, Á., van Paassen, J., Pešec, B., Sexton, T., Kaur, P., & Reams, J. (2026). Mindsets of Transformation: Consciously Entangled Action and Research With a Responsive World. *Action Research*, *24*(1), 3–17\. [https://doi.org/10.1177/14767503261423713](https://doi.org/10.1177/14767503261423713?ref=pesec.no)
Big thank you to Hilary Bradbury and Simon Divecha for their support throughout the process.
### The forgotten debt
URL: https://www.pesec.no/the-forgotten-debt/
Last updated: 2026-03-24T08:00:05.000Z
It is quite common to accumulate technological and organisational debt during early stages of developing an innovative product or service. What is less common is repaying it in full before scale, often resulting with a lot more growing pain (and value destruction) than was necessary.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On innovation, value creation, and sustainability
URL: https://www.pesec.no/on-innovation-value-creation-and-sustainability/
Last updated: 2026-03-23T07:00:54.000Z
I've recently discussed sustainability and innovation with Dr. Enock Ebbah of the Sustainability Transformations podcast. Key points I raised include:
- Sustainability should be viewed as a value creation opportunity.
- Changing the narrative around sustainability is crucial for long-term success.
- Innovation and sustainability can intersect to create value.
- Small businesses play a significant role in driving sustainability.
- Leaders must align sustainability initiatives with corporate strategy.
- Measuring sustainability initiatives is essential for accountability.
- Overcoming inertia in large organizations requires leadership commitment.
- Collaboration across industries can enhance sustainability efforts.
- Tangible applications of sustainability are becoming more prevalent.
- Leaders should encourage a culture of innovation and sustainability.
You can listen to the episode [here](https://podcasts.apple.com/gh/podcast/from-compliance-to-value-creation-the-lean-approach/id1804213591?i=1000756531799&ref=pesec.no) or using the player below:
Alternatively you can also watch the episode [here](https://www.youtube.com/watch?v=Bg0g6G4Mwo0&ref=pesec.no) or using the player below:
### On innovation and enduring growth
URL: https://www.pesec.no/on-innovation-and-enduring-growth/
Last updated: 2026-03-19T06:00:47.000Z
Innovation is the only durable source of growth.
Organic growth through core business optimisation has a ceiling. Every leader eventually confronts the same strategic reality: sustaining performance requires building new revenue streams before existing ones mature.
At the same time, between 70% and 90% of innovation investments generate no meaningful return, firmly putting them in the high risk bracket.
When it comes to corporate innovation, alignment at the top is the prerequisite for everything else. The most common reason innovation fails is not a lack of ideas or resources, but the absence of genuine strategic alignment at the executive level.
Without it, priorities conflict, funding evaporates at the first sign of pressure, and the organisation receives contradictory signals about what growth actually means.
This misalignment acts as a force multiplier for erroneous assumptions, resulting with sincere efforts burning cash and people.
Which brings me to the key message: the failure of corporate innovation is not a talent problem nor an idea problem, but a management problem.
Competitive advantage in complex, fast-moving markets increasingly belongs to organisations senior leaders understand how to manage innovation as a core business discipline. The window to build that capability, and the institutional advantage that comes with it, is not indefinite.
Good news?
Innovation management, like other capabilities, is [learnable and transferable](https://www.pesec.no/mastering-innovation-management/).
So, what are you waiting for?
### Posteriorities, revisited
URL: https://www.pesec.no/posteriorities-revisited/
Last updated: 2026-03-17T08:00:33.000Z
It is not sufficient to maintain a list of innovation priorities—we must also maintain a list of innovation posteriorities, i.e. areas and opportunities we will deliberately ignore.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Say no to orphan ideas
URL: https://www.pesec.no/say-no-to-orphan-ideas/
Last updated: 2026-03-16T14:51:30.000Z
Separating idea from the person is a big mistake.
> *“Nobody wants to implement MY idea. They want to implement THEIR idea, and they will work 10 times harder to make sure their idea is successful than they will for my idea.”* — [Eric Dickson, President and CEO of UMass Memorial Health](https://www.leanblog.org/2026/03/eric-dickson-management-system-200000-ideas-umass-memorial/?ref=pesec.no)
Idea ownership is one of the most telling signals if an initiative has a chance to succeed or will simply wither in the sunlight. This holds especially true for [innovation](https://www.pesec.no/quickstart-innovation-teams/).
First, at initial stages it is difficult to fully communicate idea to others. Idea proposer is the only person who has a complete understanding of the idea, even if it is imperfect.
Second, developing ideas requires grit, hard work, and overcoming organisational challenges. Idea proposer is the person who put part of themselves into the idea, and they want to see it succeed, thus they are willing to put up with more hassle than others.
Lastly, ownership and accountability interweave. Idea proposer is the person with most skin in the game, making them ideal for the initial idea development stages.
Ownership can evolve over time, but not simply with a sign of a pen, but through actual implementation and development of the idea and initiative itself.
### The Innovation Booster #3
URL: https://www.pesec.no/the-innovation-booster-003/
Last updated: 2026-03-15T09:00:50.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on corporate innovation governance, strategic choices, importance of understanding others' business model, innovation failure, and perception of value:
1. [**Corporate Innovation Governance: A Practical Guide. Article 1 — WHO**](https://www.linkedin.com/pulse/corporate-innovation-governance-practical-guide-1-who-susana-sldye/?ref=pesec.no) **by Susana Jurado Apruzzese.** Lightweight governance that connects decision makers and resources with innovators and ideas is vital for innovating at scale. Susana shares her rich, from-the-trenches experience of [doing and managing innovation](https://www.pesec.no/innovating-managing-innovation/) in a large enterprise.
2. [**Strategic choices: When both options are good**](https://longform.asmartbear.com/strategic-choices/?ref=pesec.no) **by Jason Cohen.** Choosing the right set of options to address the right set of customers and overcome the right set of issues is at the crux of making a strategic choice. Jason illustrates what makes a "real" strategic choice, and how to convert "weak" choices into "strong" choices.
3. [**You Only Think They Work For You**](https://steveblank.com/2026/02/18/you-only-think-they-work-for-you/?ref=pesec.no) **by Steve Blank.** It is always a joy to read a new piece from Steve. This one is no different. This time the key lesson is the importance of understanding the business model of your vendors and suppliers—because they might not have your best interest at heart.
4. [**What a $200B Fund Manager Teaches Us About Innovation**](https://revealgrowth.com/what-an-investor-worth-200b-can-teach-you-about-innovation/?ref=pesec.no) **by Urquhart Wood.** Failing faster is a useless strategy unless it is paired with learning faster. How? By validating opportunities before making any solutions, of course. Urko proposes combination of lean innovation with jobs-to-be-done and outcome driven innovation as one way of doing so.
5. [**On Value and Perception**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-3-march-2026/) **by Bruno Pešec \[subscriber exclusive\].** Innovation is about creating value, but what is perceived as valuable shifts over time. In this issue I point out three vital fact: (i) value can be defined, (ii) value can be understood, and (iii) value is temporal.
🌄
Leverage ****The Innovation Booster** to get inspired to act, innovate, and create value for others—because action is the bridge between objectives and outcomes.
****DEVELOPMENTAL OPPORTUNITIES**
upcoming growth & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### The competitive advantage of portfolios
URL: https://www.pesec.no/the-competitive-advantage-of-portfolios/
Last updated: 2026-03-12T06:00:17.000Z
Individual innovation projects rarely determine competitive position.
Portfolios do.
That is why it is vital to manage innovation across time horizons and risk profiles—balancing near-term bets against longer-term market creation—so that the aggregate investment in growth is coherent, defensible, and aligned to the organisation's ambitions.
And it is exactly why [active portfolio management](https://www.pesec.no/mastering-innovation-management/) makes a difference between an innovation strategy and a collection of projects.
To put it more bluntly: corporate innovation without portfolio lens is just an expensive experimentation.
### Kleptomania blues
URL: https://www.pesec.no/kleptomania-blues/
Last updated: 2026-03-10T08:00:32.000Z
To be inspired by everything around you does not equal stealing. In fact, building upon the works of others is one of the best ways to innovate and create value.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
Create strategic alignment on innovation, powerful boards that execute innovation strategy, portfolios that give results today and in the future, and more in twelve intense sessions. [Click here for details](https://www.pesec.no/mastering-innovation-management/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### The Innovation Organisation Advantage
If you are an executive, manager, or senior leader tasked with leading innovation then you will benefit greatly from The Innovation Organisation Advantage seminar.
We will share how adjust your organisation so it actively supports innovation, instead of actively hindering it; a practical framework for shaping innovation teams that deliver; specific steps for creating your own innovation board that protects the budget, makes decisions fly, and maximises innovation ROI; and more.
[Early bird pricing until June 3rd.](https://www.pesec.no/the-innovation-organisation-advantage-2026/)
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovating under uncertainty
URL: https://www.pesec.no/innovating-under-uncertainty/
Last updated: 2026-03-09T07:03:11.000Z
Markets shift. Competitive threats emerge from unexpected directions. Strategic assumptions that were sound eighteen months ago are no longer valid.
The leaders who outperform through these conditions are not better forecasters. They are better at testing what they believe to be true, updating their positions quickly, and committing resources with conviction when the evidence supports it.
The ability to make high-quality decisions under uncertainty is a [learnable, transferable capability](https://www.pesec.no/mastering-innovation-management/). Doing nothing and hoping for the best is a choice.
### Structure matters
URL: https://www.pesec.no/structure-matters/
Last updated: 2026-03-05T06:00:41.000Z
Your organisation's structure may be quietly killing your best growth opportunities. Most large organisations are architected to protect and optimise what already exists, not to build what comes next.
Understanding how to design the right conditions for innovation to thrive, without disrupting the core business, is one of the most consequential structural decisions a senior leader makes.
I cannot stress the above point enough. Creating appropriate environment and conditions for innovation has much, much more impact on business performance than investing in any one single individual.
The best starting point is *not* abandoning everything that currently works and building a separate innovation organisation. No, the best starting point is identifying how innovation can contribute to current strategy and ambitions, and then building the smallest possible organisation to do so.
This allows us to concurrently innovate and develop organisation fit for our specific needs, context, and circumstances.
### Damage no more
URL: https://www.pesec.no/damage-no-more/
Last updated: 2026-03-03T06:00:11.000Z
Innovation can be uncomfortable, challenging, arduous, overwhelming, scary and awe inspiring, among other things. But innovation should never cause harm or damage, neither to the customers, nor to the innovators. Simple as that.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
A unique capability-building experience for senior leaders to master innovation management in twelve intense sessions.
Learn how to create strategic alignment on innovation, powerful boards that execute innovation strategy, and portfolios that give results today and in the future.
Register before March 13th to secure the early bird price. [Click here to learn more](https://www.pesec.no/mastering-innovation-management-2026/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On executives torpedoing their innovation
URL: https://www.pesec.no/on-executives-torpedoing-their-innovation/
Last updated: 2026-03-02T06:00:44.000Z
I've recently discussed how executives can lead innovation so their innovators thrive and generate profits with Preston Chandler of the Breakthrough Innovation podcast.
Preston highlighted the following points from our conversation:
- training employees without giving them space to innovate is organizational cruelty;
- leaders must translate business objectives into real problems their teams can solve;
- fund innovation with small bets, not blind checks;
- tranching unlocks accountability;
- innovation isn’t about micromanaging… it’s about creating the right conditions; and
- most “bad ideas” aren’t the team's fault, they’re most often a sign of misalignment, not failure.
You can listen to the episode [here](https://podcasts.apple.com/us/podcast/why-most-leaders-accidentally-sabotage-innovation-with/id1785025311?i=1000751753275&ref=pesec.no) or using the player below:
Alternatively you can also watch the episode [here](https://www.youtube.com/watch?v=yVu2o8g%5FQGI&ref=pesec.no) or using the player below:
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-3-march-2026/
Last updated: 2026-03-11T16:39:08.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Value and Perception
Innovation is about creating value.
Innovation is about creating value.
Innovation is about creating value.
Honestly, I feel like I have written, said, and demonstrated that innovation is about creating value a million times by now.
And I’ll do so a million more times, because it is a critical message that must be repeated again, and again.
There are three key points I will stress today.
_This post is for subscribers only._
### Sweat the right details
URL: https://www.pesec.no/sweat-the-right-details/
Last updated: 2026-02-26T08:00:29.000Z
Innovation is about dealing with uncertainty. Obsessing about the right details, those the matter most for the idea we are working on, is very much worth the effort. But anything else? Waste of time at best. That is why we must consciously focus on the greatest risk within our innovative idea or project or initiative. Therein will be the details we should care the most about. Even more importantly, those will be the details which will help us move the idea forward the most. Or terminate it early, should we find evidence warranting so. Sweat the details, but make sure they are the right ones.
### Against completion
URL: https://www.pesec.no/against-completion/
Last updated: 2026-02-24T08:00:33.000Z
Abandoning ideas is not a failure—as long as the reason for doing so is rooted in strategic rationale, customers' response, and contextual realities. Remember—spend ideas, not money.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
A unique capability-building experience for senior leaders to master innovation management in twelve intense sessions.
Learn how to create strategic alignment on innovation, powerful boards that execute innovation strategy, and portfolios that give results today and in the future.
Register before March 13th to secure the early bird price. [Click here to learn more](https://www.pesec.no/mastering-innovation-management-2026/).
### Inovacije koje čine razliku
Seminar namijenjen direktorima i menadžerima etabliranih firmi, koji aktivno osmišljaju nove proizvode, usluge i poslovne modele s ciljem povećanja prihoda, tržišnog udjela te konačno, dobiti. Podijeliti ću s vama tri ključna načela za profitabilno upravljanje inovacijama. [Kliknite ovjde kako biste saznali više](https://www.pesec.no/inovacije-koje-cine-razliku-2026/).
### Playing Lean Facilitator Training
Teach innovation & lean startup with an award winning board game.
Using serious games is great for teaching new skills. It is more interactive than reading a book, and safer than burning through money and reputation by failing hard in reality.
Register before June 6th to secure the early bird price. [Click here to learn more](https://www.pesec.no/playing-lean-facilitator-training-london-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The true value of understanding customers
URL: https://www.pesec.no/the-true-value-of-understanding-customers/
Last updated: 2026-02-23T08:00:14.000Z
A company introduces a drug to the market. Side-effect of the said drug is tricking the brain to feel full, leading to weight loss. They stumble upon a novel way to compete in a market worth approximately €150 billion. Competitors now see the opportunity too, and they flock to it.
Customers rapidly adopt the drug and similar solutions. Their eating habits change. Their buying habits change. As their habits change, they shift from one market segment to another.
Observant companies, those paying attention to their customers, notice the signal and focus their innovation efforts on new food and beverage products that meet the customer where they are going. They invest tens of millions in order to be ready to compete in a market worth €800 billion.
We don't know the final outcome just yet. But I can guarantee you that companies that have already recognised the signal and are consciously doing something about it will fare much better than the blissfully ignorant ones.
That's why it is important to understand the customers' entire context, and not "just" their needs and how they satisfy them. By doing so we will have a chance to connect the dots before others do—and therein lie some of the greatest opportunities.
### Questions, questions, questions
URL: https://www.pesec.no/questions-questions-questions/
Last updated: 2026-02-19T08:00:03.000Z
I've been publicly answering your corporate innovation questions since 2022\.
You have asked about managing innovation, leading innovation, frustrating innovation, driving innovation, suffocating innovation, strategising innovation, funneling innovation, communicating innovation, transitioning innovation, funding innovation, promoting innovation, selling innovation, and a bazillion other innovation related questions.
All the answers can be found at the [**Corporate Innovation FAQ**](https://www.pesec.no/corporate-innovation-faq/) page and [**Wednesday Innovation Q&A with Bruno**](https://www.pesec.no/tag/q-a/) series.
Have a question of your own? Do not hesitate to reach out.
### Loose and tight
URL: https://www.pesec.no/loose-and-tight/
Last updated: 2026-02-17T07:59:59.000Z
When dealing with innovation we must be capable of switching between being loose and tight. Exploring? Let's loosen up. Experimenting? Let's tighten up. Strategising? Let's cycle through being loose and being tight. As long as we remain flexible, we can choose the appropriate level of rigidity for the matter at hand.
🌐
****UPCOMING GROWTH OPPORTUNITIES WITH BRUNO**
upcoming developmental & capability building experiences with Bruno Pešec
### Mastering Innovation Management
A unique capability-building experience for senior leaders to master innovation management in twelve intense sessions.
Learn how to create strategic alignment on innovation, powerful boards that execute innovation strategy, and portfolios that give results today and in the future.
Register before March 13th to secure the early bird price. [Click here to learn more](https://www.pesec.no/mastering-innovation-management-2026/).
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovation & strategy resources refresh
URL: https://www.pesec.no/innovation-strategy-resources-refresh/
Last updated: 2026-02-16T08:00:21.000Z
With over 1000 published posts on [pesec.no](https://www.pesec.no/), sometimes it can be difficult to find exactly what you are looking for. That's why I regularly refresh the website to make it easier to discover all the resources and materials I have made available since 2016\.
Here are the latest updates:
- **Growth experiences**: a place to find all developmental and capability-building experiences I am offering at the moment. These are time-limited and open for registration.
- **Books**: each book can now also be directly accessed from the drop down menu.
- **Resources**: added many new resources (e.g. *The Innovation Booster*, *The Puzzle Podcast*, *Innovation & Strategy Quickstarts*) and updated all the previous ones (e.g. *The Innovator's Attitude*, *Lean Experimentation Guide*, *Corporate Innovation Q&A*). Each resource can now also be directly accessed through the menu.
Last but not least, I have updated the homepage text as well as descriptions of the services I offer. It is my hope you use the materials and resources I share to bring ideas to life, take thoughtful action, create more value, and innovate profitably at scale. Don't hesitate to reach out if you believe I forgot to include something vital.
### The Innovation Booster #2
URL: https://www.pesec.no/the-innovation-booster-002/
Last updated: 2026-02-16T07:46:49.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In this issue of **The Innovation Booster** I feature great reads on big decisions, strategic flexibility, importance of systemic discovery, measuring innovation, and improving innovation performance through environs:
1. [**High Stakes**](https://workwellconsulting.substack.com/p/no-second-chance) **by Andrew Hollo.** Innovation initiatives come in all shapes and forms, hence it is vital understanding how they fit in the overall innovation portfolio. Some might be structural, massive, high-stakes investments. Others migh be smaller, almost incremental in nature. Realising which is which is pivotal to governing them properly. Andrew exemplifies both cases wonderfully through Metro Rail Tunnel and Grand Slam.
2. [**Three Reasons to keep Investing in Ideas not Aligned with Strategy**](https://weareoutcome.co/blog/three-reasons-to-keep-investing-in-ideas-not-aligned-with-strategy/?ref=pesec.no) **by Dan Toma.** Innovation strategy is dynamic, and we should be able to recognise moments when flexibility is needed for a promising idea or due to extenuating circumstances. Dan offers three special cases when it might make sense to invest into unaligned ideas.
3. [**The Hidden Reason Teams Can’t Learn Why Their Products Fail**](https://revealgrowth.com/the-hidden-reason-teams-cant-learn-why-their-products-fail/?ref=pesec.no) **by Urquhart Wood.** Jumping straight into solutions remains one of the top innovation blunders, despite proliferation of methods like Lean Startup, Design Thinking, and Outcome Driven Innovation. Understanding, but really understanding the customer's needs, jobs-to-be-done, and desired outcomes is the prerequisite for creating innovations that can generate outsized value. Urko illustrates the benefits of doing systemic discovery before designing solutions.
4. [**How to Prove Innovation Value Early (and Keep Stakeholders With You)**](https://www.susiebraam.com/post/how-to-prove-innovation-value-early-and-keep-stakeholders-with-you?ref=pesec.no) **by Susie Braam.** Measuring innovation efforts and outcomes is a topic that is very close to my heart. I've written extensively on innovation metrics, contributed to the [Innovation Accounting](https://www.pesec.no/innovation-accounting-book/) book, and wrote a book on [leveraging data to make the best possible decisions](https://www.pesec.no/augmented-strategy/). Susie focuses on differentiating leading and lagging indicators for each organisational role, offering a "starter" set of measures.
5. [**On Importance of Environment**](https://www.pesec.no/the-innovators-attitude/) **by Bruno Pešec \[subscriber exclusive\].** When it comes to innovation, environment has much more positive impact on the organisation’s innovation performance than focusing on any single one individual. Therefore, by changing and shaping the environment, we can directly influence our odds of innovating successfully.
🌄
Leverage ****The Innovation Booster** to get inspired to act, innovate, and create value for others—because action is the bridge between objectives and outcomes.
****DEVELOPMENTAL OPPORTUNITIES**
upcoming growth & capability building experiences with Bruno Pešec
### Mastering Innovation Management
A unique capability-building experience for senior leaders to master innovation management in twelve intense sessions.
Learn how to create strategic alignment on innovation, powerful boards that execute innovation strategy, and portfolios that give results today and in the future.
Register before March 13th to secure the early bird price.
[Learn more](https://www.pesec.no/mastering-innovation-management-2026/)
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### Let them flow
URL: https://www.pesec.no/let-them-flow/
Last updated: 2026-02-12T08:00:54.000Z
Best innovation funnels are akin to rivers. Ideas flow downstream, unobstructed as long as they can pass carefully selected filters. The more filters they pass, the more they are worth our time. And if they fail to pass the first filter, then they are rarely worth the rework.
Innovators tend to the ideas, shaping them so they can pass all the filters. Leaders tend to filters, shaping them so they let through only ideas that the organisation is truly interested and willing to invest in.
Together they form a healthy innovation ecosystem.
### Excise cruft
URL: https://www.pesec.no/excise-cruft/
Last updated: 2026-02-10T08:00:40.000Z
As we iteratively develop and mature an innovative idea, we must continuously and consciously remove its elements that are not needed anymore. This is especially true for very early stage ideas when we might have created "band-aid" solutions that do not scale efficiently. Best time to ameliorate that is iteratively too.
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### A rising tide lifts all boats
URL: https://www.pesec.no/a-rising-tide-lifts-all-boats/
Last updated: 2026-02-09T07:59:59.000Z
Leading tech giants have invested nearly a trillion USD into AI technologies and infrastructure. They are not showing any signs of slowing down; in fact, several of them have already announced their plans to invest even more.
Regardless of what happens to current chat-based LLMs, this level of investment will inevitably touch upon a great deal of adjacent industries and companies. As of yet, there are no clear winners.
More importantly, there are many, many opportunities for all possible type of innovation, from new products to entirely new business models and ventures. Those with calm mind, indomitable spirit, and keen awareness stand much to gain.
As long as they don't wait too long.
### On calmness, focus, and resilience
URL: https://www.pesec.no/on-calmness-focus-and-resilience/
Last updated: 2026-02-05T08:00:21.000Z
I've recently discussed how martial arts build calm, focus, and resilient leadership with Pragya of the Inner Light podcast. We talked about how one can develop a calmness through martial arts, how to engage in respectful and constructive conflict, how our body matters more than we often think, importance of reflective repetition, and more.
You can listen to the episode [here](https://innerlightt.podbean.com/e/how-martial-arts-build-calm-focus-and-resilient-leadership-with-bruno-pesec/?ref=pesec.no) or using the player below:
### Granularity matters
URL: https://www.pesec.no/granularity-matters/
Last updated: 2026-02-08T13:09:23.000Z
Understanding the level of detail we are dealing with—be it a strategic decision, innovative idea, or a promising opportunity—is critical for choosing and aligning on the right stance and approach to the matter at hand.
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### In praise of doing the work
URL: https://www.pesec.no/in-praise-of-doing-the-work/
Last updated: 2026-02-02T08:00:09.000Z
Insight is derived from studying, analysing, and thinking through the research material, experiment reports, so on and so forth. Insight is then enriched by putting it into action and seeing what the response is.
There is no insight, nor accountability, from feeding a black box with research papers and customer data and then asking it to summarise the key points. There is output, that is certainly true. The siren call of such black boxes is strong, which I prescribe to desire for shortcuts; minimising time to success.
The only shortcut towards insight is knowing what you need to learn, the gaps you need to fill, what will you do to achieve that, and then doing so. In other words, take action and do the work.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-2-february-2026/
Last updated: 2026-05-31T08:41:41.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Importance of Environment
Last year I have read 47 books. Those books inspired around 118 ideas, of which I have roughly implemented one third, discarded another third, and archived the remaining third.
I am not telling you this to gloat. After all, there are others who read much more than me. No, I am sharing this with you in order to illustrate one of the important innovation lessons.
But first, allow me to tell you a bit more about how I read.
_This post is for subscribers only._
### Investable ideas
URL: https://www.pesec.no/investable-ideas/
Last updated: 2026-01-29T08:00:44.000Z
When describing a business idea we should be able to articulate, at the very least, who is it for, what is it about, and what is the benefit for the customer and organisation. But why these three specific elements?
Because business ideas must be investable opportunities. And with three elements above we can begin to answer is an idea worth investing in. Initial investment is most often in form of human effort—surfacing riskiest assumptions, exploring the opportunity space, and identifying key actions for further developing the idea.
By ensuring ideas are investable opportunities, we are setting ourselves up for profitable innovation. And yes, that means that we will have to skip on some investments, and double down on others.
### Muse out loud
URL: https://www.pesec.no/muse-out-loud/
Last updated: 2026-01-27T09:41:56.000Z
You cannot get feedback on an idea that has not been expressed. Do your best to get it out of your head and onto the paper, into the air, and unto the others.
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The luxury of customer care
URL: https://www.pesec.no/the-luxury-of-customer-care/
Last updated: 2026-01-26T08:00:23.000Z
In an age where business do their best to offload customers to automated systems, trading efficiency for experience, there is a massive opportunity for those who care. What was once considered a basic ticket to trade has now become a luxury valued more than ever. Those that adapt in time will reap the benefits. Others? Well, they will play the reactive catch-up game, as always.
### On leading innovation without fear
URL: https://www.pesec.no/on-leading-innovation-without-fear/
Last updated: 2026-01-22T08:00:53.000Z
I've discussed corporate innovation with Adi Mazor Kario of the Invincible Innovation podcast. We talked about the biggest innovation mistake leaders must avoid, how to create sustainable growth, greatest innovation risks and what to do to eliminate them, and more.
You can watch the episode [here](https://youtu.be/uifRcZagPw4?ref=pesec.no) or using the player below:
### Drive to disprove
URL: https://www.pesec.no/drive-to-disprove/
Last updated: 2026-01-20T08:00:09.000Z
When testing innovative ideas we are trying to prove we are wrong, not right. Because as long as we are failing at the former we can continue developing the idea. The moment we succeed, we must pause and reassess our options for moving forward.
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The power of pride
URL: https://www.pesec.no/the-power-of-pride/
Last updated: 2026-01-19T08:00:11.000Z
Few things in life compare to the feeling of pride and joy of bringing an idea to life. Each idea we develop has a part of us in it; each idea transformed into a product or service is a testament of applied creativity; and each is a monument to our ability to create value for others. Yes, innovating—especially in established enterprises—is difficult. But the rewards are well worth it. Both personal and organisational.
### The Innovation Booster #1
URL: https://www.pesec.no/the-innovation-booster-001/
Last updated: 2026-01-18T07:52:06.000Z
**The Innovation Booster* is a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.*
In the inaugural issue of **The Innovation Booster** I feature great reads on desire for humanity, learning strategy, three types of corporate innovation teams, 20 ways to create space for focus, and getting out of the building:
1. [**AI and the Human Condition**](https://stratechery.com/2026/ai-and-the-human-condition/?ref=pesec.no) **by Ben Thompson.** A whiff of fresh air amidst all the cacophony about large language models and artificial intelligence replacing humans. Ben makes a compelling arguments about humans desiring humans and what it might mean for the future.
2. [**Lessons from Porsche: Why Strategy Must Be Built to Learn, Not Just to Declare**](https://weareoutcome.co/blog/lessons-from-porsche-why-strategy-must-be-built-to-learn-not-just-to-declare/?ref=pesec.no) **by Dan Toma.** A strategy—and especially an innovation strategy—should never be set in stone. On the contrary, we should be able to learn from the market and course correct as needed.
3. [**Architects, Builders, and Enablers: Choosing Your Innovation Team's Role**](https://www.yellow-cat.co.uk/post/architects-builders-and-enablers-choosing-your-innovation-team-s-role?ref=pesec.no) **by Susie Braam.** Broadly speaking, innovation professionals in the organisation can be drivers or enablers. The former are usually in business units and are expected to create results in term of new revenue, margins, and profits. The latter are commonly found in support units, and help others innovate. Susie shares her taxonomy in which she calls drivers "builders" and breaks enablers into "architects" and "enablers."
4. [**Creating Space**](https://longform.asmartbear.com/focus/?ref=pesec.no) **by Jason Cohen.** Focus is the ultimate force multiplier. Jason writes about 20 simple, but effective, ways to focus on critical business matters. Yes, innovation is about exploration, but the focus must always be on creating value and the smallest next thing to do. Otherwise doom looms behind every corner.
5. [**On Importance of Interaction**](https://www.pesec.no/the-innovators-attitude-volume-5-issue-1-january-2026/) **by Bruno Pešec \[subscriber exclusive\].** Innovation is about creating value for someone. Quickest way to create value is to interact with that someone—to learn what they value, and how might you deliver more of what they value. Oh, and remember, observing is not interacting.
🌄
Leverage ****The Innovation Booster** to get inspired to act, innovate, and create value for others—because action is the bridge between objectives and outcomes.
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### On improving decisions with technology and gut
URL: https://www.pesec.no/on-improving-decisions-with-technology-and-gut/
Last updated: 2026-01-15T12:53:48.000Z
I've recently discussed [**Augmented Strategy**](https://www.pesec.no/augmented-strategy/) with Daniel Lucas of Book 101 Review podcast. We talked about using technology to enhance decision making, how to leverage "gut feeling" to figure out what data is needed, four critical data sources, and more.
You can watch the episode [here](https://www.youtube.com/watch?v=1IYObuisNZY&ref=pesec.no) or using the player below:
### Brazen & bodacious
URL: https://www.pesec.no/brazen-and-bodacious/
Last updated: 2026-01-14T06:51:35.000Z
Ideas are free—do not hesitate to spend them on wild, shocking, or unconventional opportunities. Worst case? You learning something new. Best case? You create something new, exciting, and very, very valuable.
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Announcing the Innovation Booster
URL: https://www.pesec.no/announcing-the-innovation-booster/
Last updated: 2026-01-12T08:00:15.000Z
Internet is a wondrous thing.
Everything is there, just a few clicks away.
In fact, there are so many fascinating articles, blogs, videos, and all possible forms of content, that it is nearly impossible to find great nuggets of practical wisdom, despite all the discovery tools available.
The proverbial needle in the haystack problem.
Innovation greatly benefits from inspiration.
And building on what was before is one of the best ways to get started.
That is why I have decided to introduce the **Innovation Booster**, a monthly periodical bringing you five great reads on innovation, strategy, and growth that will inspire you to act, kick off your creativity, and challenge you to think differently.
Each read is hand-picked by me, authored by real humans, with real, practical, hands-on experience, and with valuable and actionable insight. Each read is at least 500 words long, and is worth investing five to ten minutes of your time.
Innovation Booster will be sent out every 15th of a month.
If you are already subscribed, then you will receive the first issue this week.
Otherwise you can use the form below to subscribe to the **Innovation Booster**, **Bruno Unfiltered**, and **The Innovator's Attitude** newsletters:
## Sign up for
The Innovation Booster
5 great innovation reads delivered every 15th of the month
Subscribe
Email sent! Check your inbox to complete your signup.
No spam. Unsubscribe anytime.
### Value check
URL: https://www.pesec.no/value-check/
Last updated: 2026-01-15T12:56:59.000Z
Are you working on something new and exciting?
Something innovative?
Something that you or your organisation hasn't done ever before?
Something that your customer hasn't seen yet?
Are you unsure if the customer will find your innovation valuable?
Are you confident your innovation will improve the customer's condition?
If yes, then put it in their hands and see what happens.
If no, then get in front of the customer and learn more about their desires and needs.
### Who before why
URL: https://www.pesec.no/who-before-why/
Last updated: 2026-01-06T08:00:05.000Z
If you don't know who you want to create value for, then it doesn't matter why you want to do it.
## Three latest posts
[The bridgeA simple but powerful truth.Bruno PešecBruno Pešec](https://www.pesec.no/the-bridge/)
[The importance of perseveranceKnow when to push through and when to stop to rethink.Bruno PešecBruno Pešec](https://www.pesec.no/the-importance-of-perseverance/)
[Venerable wisdomA humble strategy.Bruno PešecBruno Pešec](https://www.pesec.no/venerable-wisdom/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The bridge
URL: https://www.pesec.no/the-bridge/
Last updated: 2026-01-05T08:08:15.000Z
Action is the bridge between objectives and outcomes. Formulating the former and desiring the latter is not sufficient.
Strategising and innovating often suffer from lack of action, making it impossible to actually create results.
Fortunately, this is an easy fix since we already know what we need to do and what results we want to see. We just need to take the right action.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-5-issue-1-january-2026/
Last updated: 2026-02-20T09:19:56.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Importance of Interaction
Here is one very simple truth:
**Innovation requires interaction.**
This is simply unavoidable.
Given that innovation is about creating value for someone, then the fastest, cheapest, and most direct route is interacting with that someone.
If we are innovating for end customers, then we must interact with them. Get to know their needs, desires, realities. Get our creation in their hands. Establish two way communication and exchange of experiences.
_This post is for subscribers only._
### The importance of perseverance
URL: https://www.pesec.no/the-importance-of-perseverance/
Last updated: 2026-01-01T08:00:07.000Z
Innovation rewards [persistent determination](https://www.pesec.no/endure/), [disciplined dedication over time](https://www.pesec.no/on-discipline-commitment-and-innovation/), and [respect for the craft](https://www.pesec.no/on-respect-for-humanity-and-innovation/). Changing course does not mean failure nor abandonment. Staying course in the face of clear evidence to do otherwise, on the other hand, is most certainly the road to failure. The best of innovators have developed a keen sense of when to persevere and when to stop and reflect on alternative directions and pivots.
### Venerable wisdom
URL: https://www.pesec.no/venerable-wisdom/
Last updated: 2025-12-30T08:00:58.000Z
Listen carefully to those who came before, they know a thing or two.
## Three latest posts
[Blog review 2025Best posts on innovation, strategy, and growth.Bruno PešecBruno Pešec](https://www.pesec.no/blog-review-2025/)
[Embrace incompetenceNo, not like that.Bruno PešecBruno Pešec](https://www.pesec.no/embrace-incompetence/)
[Season’s greetingsKeen focus, great success.Bruno PešecBruno Pešec](https://www.pesec.no/seasons-greetings-2025/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Blog review 2025
URL: https://www.pesec.no/blog-review-2025/
Last updated: 2025-12-29T08:00:47.000Z
A year comes to an end, a time when I sit down and reflect on what I have written and published throughout the year. With 183 published blog posts this was another fruitful year.
This comes as a small surprise to me, because I was mostly focused on writing my doctoral thesis and two significant journal papers. The former took several weeks since it was 80 000 words, while the latter took months, mostly due to the review processes.
Since academic writing took so much attention, I had a feeling that I wasn't blogging as much. Turns out I blogged more than in some of the previous years. Not only that, but I crossed the threshold of 1000 published posts! Forgot to celebrate that, though. Oops.
[Innovation](https://www.pesec.no/tag/innovation/) (660 articles), [strategy](https://www.pesec.no/tag/strategy/) (403 articles), and [leadership](https://www.pesec.no/tag/leadership/) (282 articles) remain top three categories I had written about. That is hardly surprising given my focus on corporate innovation. I also published 17 videos of [Wednesday Innovation Q&A with Bruno](https://www.pesec.no/tag/q-a/). In each episode I addressed a specific question from practice sent in by a reader.
Besides writing, I did a number of small tweaks in the backend, in an attempt to make all my writing easier to access and search. Both [Archive](https://www.pesec.no/archive/) and [Blog](https://www.pesec.no/blog/) pages now show all of the published material, so it should be a bit easier to search and find relevant posts.
This year I share my personal favourites first, and then top five posts based on number of unique page views.
## Top 5 posts in 2025—my personal favourites
Choosing top five personal picks is always a challenge. But then again, it is a lovely exercise because it forces me to pause and reflect on my writing, what I find engaging about it, and what I enjoy re-reading later.
### #1 Three key principles for innovation management
[Three key principles for innovation managementBest practices for managing innovation at scale.Bruno PešecBruno Pešec](https://www.pesec.no/three-key-principles-for-innovation-management/)
Corporate innovation sits at the core of my work. That's why I keep writing about core principles, models, and approaches to managing innovation. Investing in innovation without managing it is nothing but a gamble.
### #2 Innovation requires doing
[Innovation requires doingDifference between wishful thinking and innovation.Bruno PešecBruno Pešec](https://www.pesec.no/innovation-requires-doing/)
Thinking is important, but must be followed with action in order to yield any result.
### #3 The value ladder
[The value ladderHow to rapidly create new value for existing customers.Bruno PešecBruno Pešec](https://www.pesec.no/the-value-ladder/)
Value creation is an important element of innovation. But value can come in many different shapes, sizes, and forms. Smart innovators understand what elements of value they need to focus on first.
### #4 How to get started with Innovation Accounting
[How to get started with Innovation AccountingA minimum viable system to begin with.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-get-started-with-innovation-accounting/)
Managing innovation entails measuring innovation. Yes, innovation efforts and outcomes should be measured. We offer [27 innovation metrics](https://www.pesec.no/27-innovation-metrics-you-must-measure/) in the Innovation Accounting book.
### #5 Playing Lean for the better future
[Playing Lean for the better futurePlaying Lean @RIT Croatia.Bruno PešecBruno Pešec](https://www.pesec.no/playing-lean-for-the-better-future/)
Playing Lean is an award winning board game for teaching innovation and entrepreneurship. I love helping young people—after all they are our future—and this is one case of a student using the game with high school pupils. Reach out if you are an university or higher education institution, and I will help if I can.
## Top 5 posts in 2025—based on number of views
No changes in the first two spots, which account for nearly 75% of total views. Small reshuffle in other spots.
### #1 24 most common logical fallacies
[24 most common logical fallaciesSchool of Thought did an amazing job describing some of the most common logical fallacies in plain English. Study them and improve your thinking.Bruno PešecBruno Pešec](https://www.pesec.no/24-most-common-logical-fallacies/)
Undisputed number one. Can't argue with importance of critical thinking.
### #2 Best Norwegian snacks
[Best Norwegian snacksEnjoy responsibly!Bruno PešecBruno Pešec](https://www.pesec.no/best-norwegian-snacks/)
A joke post remains the second most viewed page on my blog. I should ask for sponsorship package or something.
### #3 Quality Philosophers
[Quality PhilosophersDeming, Juran, Ishikawa, and Crosby changed the world of quality management forever. These are their most significant contributions.Bruno PešecBruno Pešec](https://www.pesec.no/quality-philosophers/)
A sudden return of this popular blog post, catapulted straight into third place. It seems like half of the traffic is from LLMs, probably answering who is Deming, Juran, Ishikawa, and so on.
### #4 24 most common cognitive biases
[24 most common cognitive biasesSchool of Thought did an amazing job describing some of the most common cognitive biases in plain English. Study them and improve your decisions.Bruno PešecBruno Pešec](https://www.pesec.no/24-most-common-cognitive-biases/)
As with fallacies, I hope the readers are leveraging this post to [avoid poor decisions](https://www.pesec.no/improve-your-thinking-to-avert-bad-decisions/) as much as possible.
### #5 Step-by-step guide for designing Lean Experiments
[Step-by-step guide for designing Lean ExperimentsDesigning sound experiments is critical to creating valid and reusable knowledge. This guide will help you achieve that.Bruno PešecBruno Pešec](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/)
I am happy to see that my detailed guide to Lean Experiments is still getting a lot of hits. It is widely used by corporate clients, accelerators, and universities around the world. Reach out if you are using it too—I have a small token of appreciation I'd like to share.
## What will I write about in 2026?
I will continue writing the regular blog posts, two newsletters, namely Bruno Unfiltered™ and The Innovator's Attitude™, and regular commentary on [LinkedIn](https://www.linkedin.com/in/pesec/?ref=pesec.no). In addition, I plan to start a third newsletter, but more about that soon. ;)
[Subscribe](https://www.pesec.no/#/portal/signup) to stay informed. Don't hesitate to write to me with any questions, feedback, or comments.
### Embrace incompetence
URL: https://www.pesec.no/embrace-incompetence/
Last updated: 2025-12-25T08:00:51.000Z
Here is an important little reminder: we are incompetent in more things than we are competent in. There is no need to pretend or behave otherwise. In fact, being aware of this fact allows us to assess the situation and options at hand more honestly and realistically. And by knowing our areas of competence, we can use our talent to the greatest effect. Even better, learning creatures we are, we can hone and improve our skills, becoming more competent over time.
### Season's greetings
URL: https://www.pesec.no/seasons-greetings-2025/
Last updated: 2025-12-23T08:00:19.000Z
I wish you a very happy holiday season and best wishes for the New Year!
In a changing world opportunities abound—pay attention and take action.
## Three latest posts
[Best of LinkedInSix posts that rocked LinkedIn.Bruno PešecBruno Pešec](https://www.pesec.no/best-of-linkedin-2025/)
[Three key roles and three core jobs of corporate innovationTogether as one.Bruno PešecBruno Pešec](https://www.pesec.no/three-key-roles-and-three-core-jobs-of-corporate-innovation/)
[Wednesday Innovation Q&A with BrunoWhat are the best practices for introducing an innovation strategy into a company?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-42/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Best of LinkedIn
URL: https://www.pesec.no/best-of-linkedin-2025/
Last updated: 2025-12-22T08:43:33.000Z
Besides blogging regularly, I'm quite active on LinkedIn (). Here are six posts that resonated the most with people:
Did you know I am quite active on [LinkedIn](https://www.linkedin.com/in/pesec/?ref=pesec.no)? Below are six posts that resonated the most with people:
1. [Jargonic obfuscation](https://www.linkedin.com/feed/update/urn:li:activity:7279768341622247426/?ref=pesec.no)
2. [How to transition for exploration to exploitation](https://www.linkedin.com/feed/update/urn:li:activity:7381591727540789248/?ref=pesec.no)
3. [The incredible potential of boring](https://www.linkedin.com/feed/update/urn:li:activity:7318532436022198275/?ref=pesec.no)
4. [How to communicate success of innovation initiatives](https://www.linkedin.com/feed/update/urn:li:activity:7335927040841244672/?ref=pesec.no)
5. [The value ladder](https://www.linkedin.com/feed/update/urn:li:activity:7393565603183181824/?ref=pesec.no)
6. [How to get started with innovation accounting](https://www.linkedin.com/feed/update/urn:li:activity:7378326878190895104/?ref=pesec.no)
[Connect with me there](https://www.linkedin.com/in/pesec/?ref=pesec.no) if you haven't yet!
### Three key roles and three core jobs of corporate innovation
URL: https://www.pesec.no/three-key-roles-and-three-core-jobs-of-corporate-innovation/
Last updated: 2025-12-18T08:00:56.000Z
Success of corporate innovation depends on three key roles, each with a specific and unique core task:
1. Corporate innovators develop business ideas into profitable products, services, or ventures.
2. Innovation managers ensure that innovators' efforts remain aligned with the organisation's strategy, and that they have access to sufficient resources to get their job done.
3. Executives' core job is providing clear strategic direction and funding.
When everyone does their part, then the organisation has a chance to profit from their investments in innovation.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-42/
Last updated: 2025-12-17T08:00:04.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What are the best practices for introducing an innovation strategy into a company?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Tantalise with care
URL: https://www.pesec.no/tantalise-with-care/
Last updated: 2025-12-16T08:00:27.000Z
You can tease the customer only so many times with a potential solution before they've had enough of you—forever.
## Three latest posts
[Winning attitudeSummaries of The Innovator’s Attitude™ 2025 issues.Bruno PešecBruno Pešec](https://www.pesec.no/winning-attitude/)
[Coordinated experimentationConcentrated and purposeful effort.Bruno PešecBruno Pešec](https://www.pesec.no/coordinated-experimentation/)
[Alternative seekerBe honest with yourself.Bruno PešecBruno Pešec](https://www.pesec.no/alternative-seeker/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Winning attitude
URL: https://www.pesec.no/winning-attitude/
Last updated: 2025-12-15T08:00:58.000Z
Innovation requires much more than tinkering with ideas, products, technology, or business models. It is fundamentally a humane activity, and that is why we must pay attention to attitudes, behaviours, and relationships. These are exactly the kinds of topics I focus on in the [*The Innovator's Attitude*](https://www.pesec.no/innovators-attitude-newsletter-archive/)™ monthly newsletter.
This year I have written about:
- [**Issue 1, January: On Good Starts**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-1-january-2025/). Jumping points for critical corporate innovation topics.
- [**Issue 2, February: On Decision Making under Uncertainty**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-2-february-2025/). How to navigate uncertainty at the beginning, throughout, and at the end of any innovation initiative.
- [**Issue 3, March: On Innovation Outcomes Part I**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-3-march-2025/). Three dimensions for assessing innovation outcomes: business outcomes, learning outcomes, and stopping reason.
- [**Issue 4, April: On Innovation Outcomes Part II**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-4-april-2025/). Nine innovation outcomes when business results are negative
- [**Issue 5, May: On Innovation Outcomes Part III**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-5-may-2025/). Nine innovation outcomes when business results are positive.
- [**Issue 6, June: On Delegating Thinking**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-6-june-2025/). A horror story.
- [**Issue 7, July: On Standardising the Known**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-7-july-2025/). We ought to standardise as much as we can, so we unlock time and resources for all the activities and efforts that are truly uncertain, unknown, and unexplored.
- [**Issue 8, August: On Innovating With What we Have**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-8-august-2025/). What grandma taught me about innovation.
- [**Issue 9, September: On Innovating With Speed**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-9-september-2024/). The importance of alignment, micro-focus, and hyper-intensity.
- [**Issue 10, October: On Types of Innovation and Ambition**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-10-october-2025/). By understanding the types of innovation we invest in, we can be more realistic in judging if we really are working towards our ambitions.
- [**Issue 11, November: On Facilitating Learning**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-11-november-2025/). Developing innovative ideas and initiatives is about reducing risk through continuous learning—which must be directed and facilitated.
- [**Issue 12, December: On Leading Innovation**](https://www.pesec.no/the-innovators-attitude-volume-4-issue-12-december-2025/). Seven behaviours of successful innovation leaders.
*The Innovator's Attitude*™ newsletter is published on the first of every month. It is freely available, alongside many other strategy and innovation [resources](https://www.pesec.no/resources/), to the [subscribers](#/portal/signup).
### Coordinated experimentation
URL: https://www.pesec.no/coordinated-experimentation/
Last updated: 2025-12-11T08:00:04.000Z
We run business experiments in order to learn more about riskiest assumptions in our business idea. By learning more we are able to make better decisions on how to develop the idea further—features, messaging, pricing, delivery, operations, so on and so forth—and therefore reducing the overall investment risk in the idea.
Doing random experiments most often results with waste, unless we don't know *anything* about the idea. Then it *might* produce some learning. That is why it is important to identify the knowledge gaps first. If we don't know what we need to learn, then we cannot choose and coordinate appropriate experiments to achieve so. But when we do know, then we can accelerate the learning dramatically, and consequently, speed up the development process while reducing the risk.
And that is a great result.
### Alternative seeker
URL: https://www.pesec.no/alternative-seeker/
Last updated: 2025-12-09T08:12:14.000Z
If you fall in love with solution, then you can only seek alternative customers. But if you fall in love with a specific cause, then you can seek alternative solutions. When it comes to innovation, one is better than the other.
## Three latest posts
[Innovators: explicate your progress!Do this or risk justifying your existence in every meeting.Bruno PešecBruno Pešec](https://www.pesec.no/innovators-explicate-your-progress/)
[Force multiplierExecution power.Bruno PešecBruno Pešec](https://www.pesec.no/force-multiplier/)
[Wednesday Innovation Q&A with BrunoHow can we best train people to start their innovation and improvement journey?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-41/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovators: explicate your progress!
URL: https://www.pesec.no/innovators-explicate-your-progress/
Last updated: 2025-12-08T08:00:35.000Z
Corporate innovation projects are quite fickle and fragile in their early stages. Expectations are high, while notable returns are potentially years away. In these early stages, innovators must prudently and consistently share are the advances and successes.
The better they can "translate" value and impact of aforementioned, the better for them. For example, it is not enough to say "we learned A, B, and C." No, what follows has to be made explicit too "Based on these learnings, we have decided to do X, Y, and Z. In addition, we know that business areas II and III would find the insight useful as well, so we have reached out to them too."
Doing so regularly will greatly aid the corporate innovators and their projects.
### Force multiplier
URL: https://www.pesec.no/force-multiplier/
Last updated: 2025-12-04T08:00:35.000Z
Focus and alignment are a force multiplier in any stage of the innovation process. Really, there is no stage where lack of focus and pulling in different directions than agreed on will be beneficial. Conversely, pausing to re-focus and re-align is nearly always a good investment of time and attention. As long as it is not used as an excuse to avoid doing the difficult thing.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-41/
Last updated: 2025-12-03T08:00:03.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we best train people to start their innovation and improvement journey?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Kindness
URL: https://www.pesec.no/kindness/
Last updated: 2025-12-02T08:00:03.000Z
Always savage ideas, but always be kind to people. These are not mutually exclusive. Innovation is about cooperation, not competition.
## Three latest posts
[Nurture momentumNo time to rest.Bruno PešecBruno Pešec](https://www.pesec.no/nurture-momentum/)
[Leap of faithOut of the blue?Bruno PešecBruno Pešec](https://www.pesec.no/leap-of-faith/)
[TenacityUnyielding spirit.Bruno PešecBruno Pešec](https://www.pesec.no/tenacity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-12-december-2025/
Last updated: 2025-12-01T14:54:07.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Leading Innovation
Corporate innovation happens at all levels of the organisation. Conversely, succeeding with corporate innovation depends on work of innovators, innovation managers, and senior leaders. Today I will focus on the leaders.
Senior leaders’ most common role is that of an innovation champion. Although they too are focused on value creation for customers and organisation, they approach it from a different direction—primarily a strategic one.
_This post is for subscribers only._
### Nurture momentum
URL: https://www.pesec.no/nurture-momentum/
Last updated: 2025-12-01T08:00:56.000Z
Innovation leaders spend a great deal of energy and effort to overcome the organisation's inertia. Created momentum must not be taken for granted—in fact it should be treated as a drop of water in the driest desert. It should be maximised to its full potential. Only then will there be a chance to maintain the innovation momentum much needed for breakthrough innovation.
### Leap of faith
URL: https://www.pesec.no/leap-of-faith/
Last updated: 2025-11-27T08:00:55.000Z
Corporate innovators are bound to reach certain points when they must make a decision but they have too little information, too little time, and too little resources to investigate further. Assuming they still believe in the idea they are developing, these are the moments to seriously consider taking a a leap of faith. But this jump into the unknown should be anchored to the organisation's overall strategy and direction. Otherwise the innovator risks their well-being in more than one way.
### Tenacity
URL: https://www.pesec.no/tenacity/
Last updated: 2025-11-25T09:20:42.000Z
Innovation demands no less than dogged determination.
## Three latest posts
[On innovation frameworksBuyer beware.Bruno PešecBruno Pešec](https://www.pesec.no/on-innovation-frameworks/)
[On making the hard callThe importance of setting success criteria ahead of time.Bruno PešecBruno Pešec](https://www.pesec.no/on-making-the-hard-call/)
[Wednesday Innovation Q&A with BrunoIs there an easy to understand and deploy framework available for innovation coaches to feel comfortable to innovate?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-40/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On innovation frameworks
URL: https://www.pesec.no/on-innovation-frameworks/
Last updated: 2025-11-24T08:27:07.000Z
Last week I tackled [the question of innovation frameworks](https://www.pesec.no/wiqa-40/), a [topic that keeps coming up](https://www.pesec.no/how-to-select-the-right-innovation-framework-for-you/).
In a corporate context, such framework should provide scaffolding and support for (i) developing ideas into businesses, (ii) managing idea development and innovation at scale, and (iii) leading change efforts as needed.
Beware, window-shopping is not a good first step. Instead begin by understanding how you currently innovate. Speak with people, map processes, figure out what works and what doesn't. Then seek to fill in the gaps, build on strengths, and obliterate obstacles.
Published frameworks should be used only for inspiration—a solid base at best—in order to tweak and improve your own framework. Otherwise it will be an exercise in frustration and futility.
### On making the hard call
URL: https://www.pesec.no/on-making-the-hard-call/
Last updated: 2025-11-20T08:00:54.000Z
Getting very positive or negative response to an innovative idea are both very good outcomes. In case of the the former we know we should double-down and continue. In case of the latter, we have several options: abandon the idea, pivot, or test again if there is a good reason for that.
The worst response is an indifferent and inconclusive one. For example, when people don't hate the idea, but they are also not enthusiastic about it. Another example would be people claiming to like the idea, but then not acting on it. These are all examples of the innovators' limbo.
The way out of the limbo is to define success criteria well in advance. The criteria should correspond the maturity level of the idea—it wouldn't make sense to have same expectations for an idea that is currently in an exploratory stage compared to the idea that has confirmed product/market fit and is currently in growth stage.
Developing innovative ideas can have surprising twists and turns. That is no excuse to keep working on something that is not breaking out of the aforementioned limbo. That's why we should regularly check the progress against the success criteria. If there is no significant progress in twelve months, then it is time to sit down and reconsider the idea.
Corporate innovators have a high risk of opportunity costs, meaning they could be working on another, more promising idea(s) instead. Sometimes the best thing is to walk away from the gridlocked idea. If something is good, it will come back.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-40/
Last updated: 2025-11-19T08:00:55.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"Encourage and support innovation from bottom up: is there an easy to understand and deploy framework available for innovation coaches (or others who are not familiar with innovation) to feel comfortable to innovate?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Fluid flexibility
URL: https://www.pesec.no/fluid-flexibility/
Last updated: 2025-11-18T08:00:56.000Z
When exploring ideas we must be balance between being flexible enough to change course and being rigid at the right moment to continue despite the uncertainty.
## Three latest posts
[How to implement an innovation accounting systemFocus on the fundamentals and work your way up.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-implement-an-innovation-accounting-system/)
[The shortest pathForget about the path of least resistance.Bruno PešecBruno Pešec](https://www.pesec.no/the-shortest-path/)
[Junkyard innovatorPlay with scraps.Bruno PešecBruno Pešec](https://www.pesec.no/junkyard-innovator/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### How to implement an innovation accounting system
URL: https://www.pesec.no/how-to-implement-an-innovation-accounting-system/
Last updated: 2025-11-17T08:00:02.000Z
Corporate innovation efforts and investments should not be exempt from measuring and evaluation. How else should we know if they are producing the desired results? Further, measuring the right things allows us to improve innovation process and increase our odds of success in the market.
Innovation accounting system is one way to approach measuring innovation in a systemic and cohesive way. We look at innovation as an ecosystem of interlinked actors and activities, where each individual element influences the other.
In the past I have written on [how to start with innovation accounting](https://www.pesec.no/how-to-get-started-with-innovation-accounting/) with a humble change management strategy of [*embrace, extend, enhance*](https://www.pesec.no/embrace-extend-enhance/). Dan Toma shared his advice for the [minimum viable innovation accounting system](https://weareoutcome.co/blog/the-minimum-viable-innovation-accounting-system/?ref=pesec.no). Recently he also suggested [implementing it through three phases](https://weareoutcome.co/blog/how-to-introduce-innovation-accounting-without-alienating-your-organization/?ref=pesec.no): first build on the existing behaviour and indicators, then add broader performance metrics, and finally, shift towards ROI-oriented measures.
The above form a solid base for your own implementation of innovation accounting. Reach out should you need advice for your specific situation and needs.
### The shortest path
URL: https://www.pesec.no/the-shortest-path/
Last updated: 2025-11-13T08:00:59.000Z
When it comes to corporate innovation, identifying the shortest path towards value creation, for both customers and the organisation, is critical. Lack of attention is the corporate innovators' biggest internal threat. The longer it takes them to demonstrate value, the higher the odds of the initiative getting dropped, overlooked, or simply forgotten. Focus on understanding the customers' needs, and then find the quickest way to innovate in that direction.
### Junkyard innovator
URL: https://www.pesec.no/junkyard-innovator/
Last updated: 2025-11-11T08:00:06.000Z
Here is a simple creative exercise: find ways to reuse and repurpose your discarded products, services, and resources to create value for your customers.
## Three latest posts
[The value ladderHow to rapidly create new value for existing customers.Bruno PešecBruno Pešec](https://www.pesec.no/the-value-ladder/)
[The complete business ideaGoing beyond product.Bruno PešecBruno Pešec](https://www.pesec.no/the-complete-business-idea/)
[Wednesday Innovation Q&A with BrunoHow can we avoid falling into the trap of delivering innovation training and telling stories at the expense of working on actual innovation projects?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-39/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The value ladder
URL: https://www.pesec.no/the-value-ladder/
Last updated: 2025-11-10T08:06:58.000Z
Expanding your offering towards the existing customers is a great way to grow and innovate, as long as you do it systematically. Instead of randomly coming up with new ideas, products, and services, you think the customer wants, start by re-confirming what are their key desired outcomes.
Draw up a ladder, with five to seven rungs. List their key jobs, needs, and outcomes at the top. Then list all your current products and services that help your customers achieve the aforementioned. Now place them on the value ladder. Those more valuable to the customers should go higher up, and those less valuable should go to the bottom. Move them around based on their relative value to each other, always from the customers' perspective.
Once you are done, spend time to reflect on the bigger picture. Look for visual cues, like pathways and gaps on the ladder. These are the best points to begin looking into for new value creation.
### The complete business idea
URL: https://www.pesec.no/the-complete-business-idea/
Last updated: 2025-11-06T08:00:44.000Z
A business idea entails much more than "just" a product: customers with their needs, matching value statements, a bundle of solutions and services that delivers them, preferred customer channels and relationships, key revenue streams, critical resources and activities to create and deliver value, and main cost drivers. It is possible to innovate in all of the aforementioned dimensions.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-39/
Last updated: 2025-11-05T08:00:13.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we avoid falling into the trap of delivering innovation training and telling stories at the expense of working on actual innovation projects?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Posteriorities
URL: https://www.pesec.no/posteriorities/
Last updated: 2025-11-04T08:00:34.000Z
Great Peter Drucker said that we ought to maintain posteriorities, a list of tasks not to do. That is advice worth heeding.
## Three latest posts
[On developing understandingLayer by layer.Bruno PešecBruno Pešec](https://www.pesec.no/on-developing-understanding/)
[Always be learningThis one simple innovation practice will revolutionise your ideas.Bruno PešecBruno Pešec](https://www.pesec.no/always-be-learning-ii/)
[LifeboatAn ethical responsibility.Bruno PešecBruno Pešec](https://www.pesec.no/lifeboat/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On developing understanding
URL: https://www.pesec.no/on-developing-understanding/
Last updated: 2025-11-03T08:00:44.000Z
Developing innovative ideas and initiatives is about developing understanding—through learning and first-hand experience—about what the intended recipients values, how can that value be created and delivered, and how can we recapture some of that value.
This understanding is iterative, like adding layers of a cake, or digging a grave. With each added layer we reach new understanding, which allows us to adjust in the moment. This in turn enables us to manage risk inherent to all innovative endeavors.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-11-november-2025/
Last updated: 2025-12-01T14:53:01.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Facilitating Learning
Innovation is by default uncertain. Otherwise it wouldn't really be innovation! The best way to reduce uncertainty is through continuous, targeted learning efforts. For example, first we identify what we know about customers, their needs, and desires. Then we assess how much evidence we have for our claims of knowing. From there we design interventions and experiments to learn more about important claims we have very little evidence for.
_This post is for subscribers only._
### Always be learning
URL: https://www.pesec.no/always-be-learning-ii/
Last updated: 2025-10-30T08:00:26.000Z
Best innovation teams I worked with interacted with their customers on a *daily* basis. Yes, daily basis! They did so through many different channels: phone calls, emails, instant messaging, chat, social media, meetings, ticketing software, so on and so forth.
They aspired to maximise the learning from each interaction by always asking at least one "why" or "how" question. This then fed into their ideation process, allowing them to come up with relevant and valuable ideas with little effort.
Further, they were able to come up with solid assumptions from customers' perspective, which in turn enabled them to rapidly formulate and conduct experiments.
In essence, they pay attention to everything the customer *tells* and *does* in all their interactions with them.
Not there yet?
Well, then I have great news for you.
Starting with the above requires no investment beyond practice and discipline. Focus on your existing customer interactions. Begin paying attention to what *they* tell and show you. And then work your way from there.
You will soon discover that customers are willing to share much more when they feel you are genuinely interested in them.
### Lifeboat
URL: https://www.pesec.no/lifeboat/
Last updated: 2025-10-28T08:00:04.000Z
Innovation managers must ensure all their innovation teams have a lifeboat available. It should be possible for the teams to extinguish ideas that show no promise, there is no demand for, or the timing isn't right.
## Three latest posts
[On informed innovation decisionsUpside must match the risk.Bruno PešecBruno Pešec](https://www.pesec.no/on-informed-innovation-decisions/)
[Wednesday Innovation Q&A with BrunoWhat obstacles prevent innovation projects from being completed?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-38/)
[Yes or no?Embrace both for they allow us to proceed.Bruno PešecBruno Pešec](https://www.pesec.no/yes-or-no/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On informed innovation decisions
URL: https://www.pesec.no/on-informed-innovation-decisions/
Last updated: 2025-10-27T09:59:50.000Z
When it comes to corporate innovation, one of the key questions for every initiative is "is it worth investing in this idea?" In the initial maturity stages everything revolves around answering this question.
Initial filters should allow us to go from "we don't know" to "we don't know, but it sounds promising and is aligned with our strategic direction" with little to no effort. From then on we should focus on quantifying the opportunity and validating the demand.
This is most often best done through a series of experiments, during which we approach different questions, assumptions, and hypotheses with critical lens, and try to get trustworthy answers.
That is how we ensure our decisions are backed on data, instead merely on "feeling" and "vibe."
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-38/
Last updated: 2025-10-22T07:00:10.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What obstacles prevent innovation projects from being completed?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Yes or no?
URL: https://www.pesec.no/yes-or-no/
Last updated: 2025-10-21T07:00:26.000Z
When testing demand there are only two answers we want—either a resounding yes or no. Anything in between is a sign for concern and demands further experimentation.
## Three latest posts
[Brutalise ideas, cherish peopleA simple maxim to oblige by.Bruno PešecBruno Pešec](https://www.pesec.no/brutalise-ideas-cherish-people/)
[Daring experimentationLearning at the speed of light.Bruno PešecBruno Pešec](https://www.pesec.no/daring-experimentation/)
[Set your innovation teams up for successGive them a fighting chance by asking five diagnostic questions.Bruno PešecBruno Pešec](https://www.pesec.no/set-your-innovation-teams-up-for-success/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Brutalise ideas, cherish people
URL: https://www.pesec.no/brutalise-ideas-cherish-people/
Last updated: 2025-10-16T07:00:31.000Z
As innovators, we want to stress test an idea in every possible way. When we run experiment, we try to find ways to break and invalidate the assumptions behind the idea. That is an essential part of developing any innovative idea.
But throughout this process we must be kind and helpful with everyone involved. Just because we found flaws in the idea does not mean the person who proposed is flawed too. Opposite is true to—just because someone proposed a superior idea does not mean the person is superior too.
Thus, always remember to go hard on ideas but remain gentle and respectful with each other.
### Daring experimentation
URL: https://www.pesec.no/daring-experimentation/
Last updated: 2025-10-14T07:00:44.000Z
Best innovation teams run at least one experiment a week. How about you?
## Three latest posts
[Set your innovation teams up for successGive them a fighting chance by asking five diagnostic questions.Bruno PešecBruno Pešec](https://www.pesec.no/set-your-innovation-teams-up-for-success/)
[On evaluating ideas and innovation projectsA gift for the corporate innovators.Bruno PešecBruno Pešec](https://www.pesec.no/on-evaluating-ideas-and-innovation-projects/)
[Wednesday Innovation Q&A with BrunoHow do we transition from exploration to exploitation?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-37/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Set your innovation teams up for success
URL: https://www.pesec.no/set-your-innovation-teams-up-for-success/
Last updated: 2025-10-13T07:00:16.000Z
Five easy questions to quickly gauge the viability of any innovation team:
1. **People**: is it clear who is an idea owner, what skills are needed to develop the idea, and what is the smallest team needed that could do so?
2. **Idea**: is it clear what is the idea about, who is it for, and what would be the benefit for all relevant stakeholders?
3. **Goal**: is there a clear common goal, with desired results and estimated time frame, everybody agrees on?
4. **Timing**: is there a clear answer on why is now the right time to develop this idea?
5. **Funding**: does the team have access to resources they need to develop the idea?
No scoring necessary—a single no can tank the whole team.
### On evaluating ideas and innovation projects
URL: https://www.pesec.no/on-evaluating-ideas-and-innovation-projects/
Last updated: 2025-10-09T07:00:30.000Z
Is this idea worth investing in?
How should we decide what ideas to focus on?
Are these the right innovation projects to prioritise?
In 2023 I organised a seminar on [evaluating innovation projects](https://www.pesec.no/evaluating-innovation-projects/), providing a step-by-step simple process for evaluating ideas and innovation projects.
If you work with innovation, then send me an email within the next 24 hours and I will provide you with a complimentary recording of the seminar.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-37/
Last updated: 2025-10-08T07:00:37.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do we transition from exploration to exploitation?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Be gaudy
URL: https://www.pesec.no/be-gaudy/
Last updated: 2025-10-07T07:02:53.000Z
If you don't talk about your own idea, who else will?
## Three latest posts
[Know thy innovation funnelMeasure what matters.Bruno PešecBruno Pešec](https://www.pesec.no/know-thy-innovation-funnel/)
[Not far from homeA place where ideas are plentiful.Bruno PešecBruno Pešec](https://www.pesec.no/not-far-from-home/)
[ReadinessBecome fit for future.Bruno PešecBruno Pešec](https://www.pesec.no/readiness/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Know thy innovation funnel
URL: https://www.pesec.no/know-thy-innovation-funnel/
Last updated: 2025-10-06T07:00:05.000Z
How many ideas are you working on? How many have you invested in? How long, on average, does it take to develop the idea? What is the percentage of terminated ideas? How many have been stopped by the innovator themselves? How many ideas are in each stage of your funnel? What is the pass-through percentage? What is the average cost of developing an idea in each of your funnel stages? What is the risk profile of your innovation funnel? What is the innovation ambition distribution of your ideas?
All of the above can be answered by studying your innovation funnel data. And by answering them you will be able to refine and improve your innovation management processes, increasing overall innovation ROI.
### Not far from home
URL: https://www.pesec.no/not-far-from-home/
Last updated: 2025-10-02T07:00:06.000Z
The best ideas are usually found where the action is. In other words, we don't need to step out of the box to seek ideas, but rather, step in and talk to our own people who do the work. This allows us to tap into the experiential knowledge to uncover opportunities hidden in plain sight.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-10-october-2025/
Last updated: 2025-12-02T06:43:54.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Types of Innovation and Ambition
Core, adjacent, transformational, radical, disruptive, incremental, continuous, product, process, business model... There are numerous ways to slice and dice innovation, put it in different bins, and assume a variant of perspectives.
I worked with a corporate innovation team that struggled greatly to measure the impact of their work. They wanted to define KPIs and targets for themselves, partially because the organisation pressured them to do so.
_This post is for subscribers only._
### Readiness
URL: https://www.pesec.no/readiness/
Last updated: 2025-09-30T07:00:01.000Z
Invest in innovation capabilities today so you can harvest the opportunities that come in the future.
## Three latest posts
[How to get started with Innovation AccountingA minimum viable system to begin with.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-get-started-with-innovation-accounting/)
[Resist the temptationThe delight of relentless focus.Bruno PešecBruno Pešec](https://www.pesec.no/resist-the-temptation/)
[Wednesday Innovation Q&A with BrunoWhat is the best methodology for bringing a diverse group of stakeholders together to address wicked problems?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-36/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### How to get started with Innovation Accounting
URL: https://www.pesec.no/how-to-get-started-with-innovation-accounting/
Last updated: 2025-09-29T07:08:07.000Z
In 19th century Lord Kelvin said:
> When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind.
In the [Innovation Accounting](https://link.pbsc.no/iabook?ref=pesec.no) book you can find [27 innovation metrics](https://www.pesec.no/27-innovation-metrics-you-must-measure/) for measuring four distinct layers of an innovation ecosystem:
- **Strategic innovation accounting (11 metrics).** Are the investments in innovation paying off? Are they sufficient to take us where we want to go? Are we going in the right direction at all? How likely are we to be disrupted? As the name suggests, this layer is all about the big picture and portfolio thinking.
- **Managerial innovation accounting (6 metrics).** How are the innovation teams doing? Are our strategic assumptions holding up to the scrutiny of the market? How much does it cost us to explore one idea? How long does it take us? How can we improve the efficiency of our innovation ecosystem? This layer is all about connecting strategy to operations and vice versa.
- **Tactical innovation accounting (8 metrics).** How are customers reacting to our new offering? What is our speed and quality of learning? Are we focusing on the right things? How can we de-risk our specific idea? This layer is all about transforming ideas into products, services, and businesses—many are expected to perish in the process. On the bright side, all the learning and insight will stay in your company, as long as you take care of your talent.
- **Culture and leadership (2 metrics).** All the previous layers rest on this one. We are social creatures after all, and no amount of technical solutions will be able to cope with toxic culture and indifferent leadership.
Recently [Dan](https://www.pesec.no/author/dan/) wrote an ultra-condensed version of the above, focusing on the 12 foundational metrics for the Minimum Viable Innovation Accounting System. It is a great starting point before delving into a full implementation of Innovation Accounting System:
[The Minimum Viable Innovation Accounting System - Innovation Accounting BookDiscover how the Minimum Viable Innovation Accounting System (MVIAS) empowers companies to measure, manage, and scale innovation with clear, actionable metrics across strategic, funnel, tactical, and cultural layers.Innovation Accounting BookDan Toma](https://innovationaccountingbook.com/blog/the-minimum-viable-innovation-accounting-system/?ref=pesec.no)
📝
P.S. The best way to implement above changes are by establishing an [innovation vanguard](https://www.pesec.no/innovation-vanguard/) and taking it a [slice at a time](https://www.pesec.no/a-slice-at-a-time/).
### Resist the temptation
URL: https://www.pesec.no/resist-the-temptation/
Last updated: 2025-09-25T07:00:42.000Z
We will always have more ideas than time, money, resources, and people. That's why it is vital to focus on the select few, and give them our full attention. We will either develop them further, or discover they are not as attractive as we have thought at first. Both are welcome outcomes since they allow us to make an informed decision about further commitments.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-36/
Last updated: 2025-09-24T07:00:33.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What is the best methodology for bringing a diverse group of stakeholders together (including potential competitors) to address wicked problems?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Negging fallacy
URL: https://www.pesec.no/negging-fallacy/
Last updated: 2025-09-23T07:00:40.000Z
While ideas subjected to immense pressure might turn into diamonds, doing the same to innovators will ensure there is no one left to turn these ideas into reality.
## Three latest posts
[Five dangerous mythsDon’t fall for the “common” wisdom.Bruno PešecBruno Pešec](https://www.pesec.no/five-dangerous-myths/)
[The TrinityThree questions every good idea must answer.Bruno PešecBruno Pešec](https://www.pesec.no/the-trinity/)
[GrapplingUp close and personal.Bruno PešecBruno Pešec](https://www.pesec.no/grappling/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Five dangerous myths
URL: https://www.pesec.no/five-dangerous-myths/
Last updated: 2025-09-22T07:11:11.000Z
Over the years I have encountered many innovation myths, but few as dangerous and misleading as the following five:
1. Innovate or die.
2. Innovators are born.
3. Innovation can be mandated.
4. Innovation is all about having fun.
5. Innovation is a heroic undertaking.
I address above, and fifteen more, in a webinar you can watch here:
[20 Common Misconceptions About Corporate InnovationSeeing differently, acting differently.Bruno PešecBruno Pešec](https://www.pesec.no/20-common-misconceptions-about-corporate-innovation/)
### The Trinity
URL: https://www.pesec.no/the-trinity/
Last updated: 2025-09-18T07:00:13.000Z
The best innovation teams know the answers to:
1. Who is it for?
2. What is it about?
3. Where is the value?
They also understand that the above questions must be continuously revisiting and answered again, and again.
### Grappling
URL: https://www.pesec.no/grappling/
Last updated: 2025-09-16T07:00:11.000Z
Innovation process is akin to wrestling—one must be up close and personal with the idea, get sweaty, test it by pushing and pulling, before finding the winning strategy. Don't hesitate to grapple with your ideas. They can take it.
## Three latest posts
[On discipline, commitment, and innovationThe magic trio.Bruno PešecBruno Pešec](https://www.pesec.no/on-discipline-commitment-and-innovation/)
[Don’t be lazyDo the work.Bruno PešecBruno Pešec](https://www.pesec.no/dont-be-lazy/)
[Wednesday Innovation Q&A with BrunoCan you share an example of innovation team performance dashboard with key indicators?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-35/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On discipline, commitment, and innovation
URL: https://www.pesec.no/on-discipline-commitment-and-innovation/
Last updated: 2025-09-15T07:00:44.000Z
I've been training martial arts for over thirty years. For the past 18 years most of my training has been on the same three days, at the same time, week after week. I don't need to think about it, I don't need to schedule it, I don't need to decide if I will or won't go because something.
My default is that I will go. My keiko gi, belt, extra shirt, extra socks, and a notebook are always packed. I just pick them up and go. The only time I have to pause, think, and make a decision is if something unexpected happens that conflicts with training time.
In essence, I switched from deciding if I will attend the training—a decision that must be made for each class—to deciding if I will not attend the training—a decision that must be made only in special circumstances. The former would necessitate time and effort almost every day of the week. The latter only in those extenuating circumstances.
This discipline has allowed me to put in the work needed to develop expertise.
And I've successfully applied the same mindset to innovation. We make time for working with ideas. We show up and do the work. That is the default—we don't need to make special arrangements to innovate. We need to make special arrangement not to innovate instead.
### Don't be lazy
URL: https://www.pesec.no/dont-be-lazy/
Last updated: 2025-09-11T07:00:39.000Z
Innovation is hard work. There are no short cuts. It takes time and effort. The best path forward is rarely obvious. Others can't innovate for you. First-hand data still reigns supreme. Organisational alignment cannot be ignored. Value must be confirmed. Value must be made explicit. Value must be communicated. Innovation demands sustained engagement, repeated efforts, and full-blown commitment. It seldomly rewards laziness.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-35/
Last updated: 2025-09-10T07:00:08.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"Can you share an example of innovation team performance dashboard with key indicators?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Custom boilerplate
URL: https://www.pesec.no/custom-boilerplate/
Last updated: 2025-09-09T07:00:32.000Z
The more business experiments you run, the more you will be able to standardise the learning process. Assuming you regularly document and reflect on the learning goals, data collection, derived insight, and decision made.
## Three latest posts
[Innovative excusesSelf-fulfilling prophecies.Bruno PešecBruno Pešec](https://www.pesec.no/innovative-excuses/)
[Bruno’s favourite puzzle piecesHow does one single out a child amongst all of his progeny?Bruno PešecBruno Pešec](https://www.pesec.no/brunos-favourite-puzzle-pieces/)
[JuxtapositionSimple tactics.Bruno PešecBruno Pešec](https://www.pesec.no/juxtaposition/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovative excuses
URL: https://www.pesec.no/innovative-excuses/
Last updated: 2025-09-08T07:00:58.000Z
"We don't have time" and other excuses executives give themself to avoid innovating:
"We don't have the resources."
"The conditions aren't right."
"We don't know how."
"It's not the right time."
"We won the "most innovative" company award already."
"It's risky."
"We don't have the right people."
"The returns are abysmal."
"We can't afford to innovate right now."
"The times are tough."
"We'll add it to the agenda. Next one, not this one."
### Bruno's favourite puzzle pieces
URL: https://www.pesec.no/brunos-favourite-puzzle-pieces/
Last updated: 2025-09-04T07:00:23.000Z
In each episode of [**The Puzzle Podcast**](https://www.pesec.no/tag/puzzle/), [Isaak](https://www.pesec.no/author/overbring/) and I address a difficult business question for ten minutes. We speak from our rich personal experience, focusing on the practical and applicable. We have been working on new puzzle pieces and will soon have an exciting announcement to make.
In the meantime, here are three of my favourite episodes:
- [The Puzzle Episode 11: How to integrate customer feedback into your product?](https://www.pesec.no/the-puzzle-episode-11/)
- [The Puzzle Episode 19: Why won’t my team innovate?](https://www.pesec.no/the-puzzle-episode-19/)
- [The Puzzle Episode 23: How to define KPIs for product development and innovation?](https://www.pesec.no/the-puzzle-episode-23/)
Stay tuned for more!
### Juxtaposition
URL: https://www.pesec.no/juxtaposition/
Last updated: 2025-09-02T07:00:12.000Z
Sometimes a simple comparison is all we need to find a new path forward.
## Three latest posts
[Three key principles for innovation managementBest practices for managing innovation at scale.Bruno PešecBruno Pešec](https://www.pesec.no/three-key-principles-for-innovation-management/)
[New puzzle piecesThe infinite canvas.Bruno PešecBruno Pešec](https://www.pesec.no/new-puzzle-pieces/)
[Wednesday Innovation Q&A with BrunoWhat metrics should we focus on to measure the performance and potential of our innovations at a program-level and project level?Bruno PešecBruno Pešec](https://www.pesec.no/wednesday-innovation-q-a-with-bruno/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-9-september-2024/
Last updated: 2025-12-01T14:44:55.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Innovating With Speed
The importance of focus in execution cannot be overstated. Contrary to what some might say about innovation, it too is about execution—bringing ideas to life, making them real, and yes, benefiting from them. The trick is to maintain the big picture overview with aligned, micro-focused, hyper-intensive, pushes. Let's take each in order.
### Alignment
_This post is for subscribers only._
### Three key principles for innovation management
URL: https://www.pesec.no/three-key-principles-for-innovation-management/
Last updated: 2025-09-01T07:00:03.000Z
In my work with organisations, large and small, with solutions simple and complex, I’ve found it immensely useful to distinguish between [managing and doing innovation](https://www.pesec.no/doing-and-managing-innovation/). The former is about taking an idea and developing it into a product, service, or venture. The latter is about doing the former throughout the organisation, and at an impressive scale.
There is an impressive amount of frameworks and approaches for doing innovation: *Design Thinking*, *Outcome Driven Innovation*, [*Lean Startup*](https://www.pesec.no/quickstart-lean-startup/), *Theory of Inventive Problem Solving (TRIZ)*, *Lean Product and Process Development*, [*Customer Development*](https://www.pesec.no/customer-development-is-more-than-customer-interviews/), *Design Sprint*—just to mention a few. But there are very few frameworks for managing innovation.
I would like to share with you an article where I write more about best practices for managing innovation at scale. In it I share three key principles to focus on: (i) one target, many tactics, (ii) many ideas, one portfolio, and (iii) one system, few roles. You can access the article [here](https://issuu.com/serbianhrcommunity/docs/hrw%5Fmagazine%5F11/54?ref=pesec.no).
### New puzzle pieces
URL: https://www.pesec.no/new-puzzle-pieces/
Last updated: 2025-08-28T07:00:46.000Z
In each episode of The Puzzle Podcast Isaak and I address a difficult business question for ten minutes. We speak from our rich personal experience, focusing on the practical and applicable. We have been working on new puzzle pieces and will soon have an exciting announcement to make. In the meantime, below are four episodes that caused the most commotion:
- [Episode 3: How to grow organically?](https://www.linkedin.com/feed/update/urn:li:activity:7120664875353149440/?ref=pesec.no)
- [Episode 11: How to integrate customer feedback into your product?](https://www.linkedin.com/feed/update/urn:li:activity:7163806282129387520/?ref=pesec.no)
- [Episode 24: What determines the culture of the organisation?](https://www.pesec.no/the-puzzle-episode-24/)
- [Episode 38: How to design good incentives?](https://www.linkedin.com/feed/update/urn:li:activity:7232287937336365056/?ref=pesec.no)
Stay tuned for more!
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wednesday-innovation-q-a-with-bruno/
Last updated: 2025-08-27T07:00:37.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What metrics should we focus on to measure the performance and potential of our innovations at a program-level and project level?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Seek the unobvious
URL: https://www.pesec.no/seek-the-unobvious/
Last updated: 2025-08-26T07:27:38.000Z
Take note whenever people are surprised by something that is very obvious to you. If that happens frequently, perhaps there might be some value in making that obvious to others.
## Three latest posts
[The focused executionOn high-speed innovation.Bruno PešecBruno Pešec](https://www.pesec.no/the-focused-execution/)
[When all goes slowWhat to do when everything grinds to a halt.Bruno PešecBruno Pešec](https://www.pesec.no/when-all-goes-slow/)
[Exercise judgementA vital discipline.Bruno PešecBruno Pešec](https://www.pesec.no/exercise-judgement/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The focused execution
URL: https://www.pesec.no/the-focused-execution/
Last updated: 2025-08-25T07:22:43.000Z
The importance of focus in execution cannot be overstated. Contrary to what some might say about innovation, it too is about execution—bringing ideas to life, making them real, and yes, benefiting from them. The trick is to maintain the big picture overview with aligned, micro-focused, hyper-intensive, pushes. Let's take each in order.
Due to uncertainty that is inherent to innovation, we ought to always be aware of our guiding principles. Those are usually a mix of organisations' broader goals (e.g. what are the role and expectations from innovation in the organisation) with business unit's goals (e.g. growth in specific market segment or industry) and customers' goals (e.g. a specific desired outcome or problem to solve). These paint a loose frame around our own "acceptable" innovation space. We can safely assume that any solutions within it are worthwhile testing.
Because of the above, we can now zoom in to the lowest possible level—a single task or activity. For example, it is common to generate multiple ideas that we believe are fit for purpose. Next thing is to eliminate them as rapidly as possible. We select one idea and micro-focus on it, identifying the most vital aspect of it to work on. Again, in the innovation space that is most easily discovered by asking "what must be true for this idea to work as described?" This in turn allows us to drill down even further.
Once we have found the most important thing to focus on, e.g. a question that would enable us to decide if we eliminate or continue developing the idea, we put all our effort into it. Testing ideas is usually about running business experiments. There is very rarely a good reason to delay or postpone testing an idea. Since we know that answering the vital question will immediately inform our next step, we can safely assume that putting all effort and time into is a sound next step.
This combination of alignment, micro-focusing, and hyper-intensity is what allows us to move much faster than expected. Forget about months—we are talking about weeks, if not days, depending on the question or activity. Remember, speed of innovation is vital for business outcomes.
### When all goes slow
URL: https://www.pesec.no/when-all-goes-slow/
Last updated: 2025-08-21T07:00:10.000Z
I'm blessed to work with a broad range of innovation professionals, from executives to front-line teams. Some of the businesses I help are of cyclical nature, meaning their customers are more active in certain periods, and less active in others.
Recently I worked with several innovation teams that found themselves exactly in such situation. They had burning questions to work on, insight gaps to close, and plenty of energy to spend. But being in the business-to-business space, most of their customers were away and unavailable.
What then? Here is what they spend their energy on instead:
- They revisited all their insights, decisions, and experiments. This allowed them to update their understanding of customer, business, and broader environment. It is easy to miss some of the finer details when you are in the thick of it. With the benefit of time one can assess data more calmly and objectively.
- They refined and polished their insights for broader dissemination. Any successful corporate innovation project or venture will eventually need more funding, more resources, and more manpower. That will, nor should it, be freely given. Being able to demonstrate desirability, feasibility, and viability with numbers, facts, and emotion is critical for ensuring internal funding and commitment.
- They spent more time onboarding and aligning new team members. Innovation teams move at neck-breaking speed, so there is usually little time for new folk. They are thrown into the thick of it, sink-or-swim style, and they do their best to pick-up as they go. The teams used the slow-down to talk about the way they innovate, what are their intermediate and long-term goals, and how do they fit in the organisation's broader picture.
Doing the above positioned the teams to maximise learning and speed when the customers return and become more available. For example, one team was able to conduct three experiments the moment their customers became available again. Another was able to secure a meeting with vital internal decision maker, and were immediately granted additional resources they needed.
Innovation indeed never sleeps.
### Exercise judgement
URL: https://www.pesec.no/exercise-judgement/
Last updated: 2025-08-19T07:00:20.000Z
Innovation demands constant judgement, from forming opinions and conclusions to updating them based on new facts, insight, and developments. This cannot—should not!—be delegated.
## Three latest posts
[The insight gapFocus on the vital few.Bruno PešecBruno Pešec](https://www.pesec.no/the-insight-gap/)
[AnchorInnovation does not happen in a vacuum.Bruno PešecBruno Pešec](https://www.pesec.no/anchor/)
[Wednesday Innovation Q&A with BrunoHow do we measure the impact of open innovation initiatives?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-33/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The insight gap
URL: https://www.pesec.no/the-insight-gap/
Last updated: 2025-08-18T07:04:01.000Z
Corporate innovators do not work in a startup—they work in an established organisation with decades, if not centuries, of history. Pretending otherwise might prove fatal to their innovation projects and ventures.
One of the quickest and easiest ways to lose face, respect, and time is to ignore the past and do the work that has already been done. Imagine going to the customer to interview them about their "problems" and "needs," only to be told—by them!—they already talked about these topics to you. Of course, by "you" they are referring to the innovator's organisation, not them as a person. Doing that once or twice can be salvaged, but if that becomes a pattern...
But there is a way to ensure this does not happen. The corporate innovator ought to identify the vital insight gap, and then focus on it relentlessly. They can do so by first asking "What must be true for this idea to work as intended?" This will help them identify critical assumptions about their idea.
Next, they should go through each of the answers and list evidence and insight they already have, either supporting or rebuking the statement. This will give them a visual overview of known and unknown knowns. Once the big picture has been made, ask "What else must we know to be certain these \[statements\] are true?" This will reveal the insight gap. Next step would be conducting [business experiments](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/) in order to generate validated learning, so informed decisions could be made.
### Anchor
URL: https://www.pesec.no/anchor/
Last updated: 2025-08-14T07:00:02.000Z
When exploring new opportunity spaces, in whichever domain, we always must remember where we are coming from. This is especially true for corporate innovators, because their ideas and ventures will almost always be somehow related to the host business. Without an anchor, one can easily get lost on the sea of innovation, only to find out everyone else had moved on by the time they return.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-33/
Last updated: 2025-08-13T07:00:10.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do we measure the impact of open innovation initiatives?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Exploit unfairness
URL: https://www.pesec.no/exploit-unfairness/
Last updated: 2025-08-12T07:00:47.000Z
Unfairness in product or service represents a great opportunity—either to convert customers from competition, or to minimise the chances of customers abandoning you—by providing a fair(er) solution.
## Three latest posts
[When to stopCriteria for termination.Bruno PešecBruno Pešec](https://www.pesec.no/when-to-stop/)
[Limit your innovationThe hidden benefit of boundaries.Bruno PešecBruno Pešec](https://www.pesec.no/limit-your-innovation/)
[Exploit negativityA simple move.Bruno PešecBruno Pešec](https://www.pesec.no/exploit-negativity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### When to stop
URL: https://www.pesec.no/when-to-stop/
Last updated: 2025-08-11T07:00:28.000Z
Defining success or failure criteria before committing to an idea, project, or business experiment, is vital for making a more objective decision to continue or stop when the time comes.
Failing to do so will only make it more difficult because we will be greatly influenced by our time and resources spent whilst working on it, as well as increased sense of ownership. Consequently, this then would demand much more energy, discipline, and arguing, compared to defining the criteria up front.
This is not to say that the criteria should not be updated during the project or experiment. But they should be updated based on the new insight, feedback, and learnings from relevant environment. The criteria should be stated so it is actually possible to agree if they were met or not. Nebulous statements should be avoided—it is better to be a bit more specific, and then revise when we know better.
By knowing when to stop, we create space for terminating ideas, projects, and business experiments in a timely manner. This in turn allows us to re-focus our time and resources on more important and valuable ventures and activities instead.
### Limit your innovation
URL: https://www.pesec.no/limit-your-innovation/
Last updated: 2025-08-07T07:00:18.000Z
Boundaries, limitations, edges—pick your synonym of choice—are marvellous for innovation. In fact, they can be liberating for exploration, as demonstrated by [children](https://www.asla.org/awards/2006/studentawards/282.html?ref=pesec.no) who are more likely to investigate fenced playground than an open one. When there is a clear line, something firm and fixed, then we can put our creativity to use and come up with relevant solutions and offerings.
### Exploit negativity
URL: https://www.pesec.no/exploit-negativity/
Last updated: 2025-08-05T07:00:33.000Z
"This idea would never work!"
"Perhaps. Let's list all the reasons why it would never work!"
Assuming the idea in fact survived, now you have a list of assumptions to further explore.
## Three latest posts
[The effective corporate innovatorThree key traits.Bruno PešecBruno Pešec](https://www.pesec.no/the-effective-corporate-innovator/)
[Chasing illusionsOn importance of discernment.Bruno PešecBruno Pešec](https://www.pesec.no/chasing-illusions/)
[Wednesday Innovation Q&A with BrunoHow can we establish a (well functioning!) corporate innovation lab?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-32/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The effective corporate innovator
URL: https://www.pesec.no/the-effective-corporate-innovator/
Last updated: 2025-08-04T07:00:45.000Z
Effective corporate innovators:
- take responsibility for communicating,
- take responsibility for decisions, and
- focus on opportunities instead of problems.
In other words, they make sure to communicate the importance and alignment of their innovative project to all stakeholders, they recommend decisions to be taken, and they pursue sizeable opportunity spaces instead of minor problems and annoyances.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-8-august-2025/
Last updated: 2025-12-01T14:43:04.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Innovating With What we Have
“Grrrr” my stomach unleashed a demonic grumble as I gazed through a large window devoid of curtains. To this day I do not understand Norweigans’ reluctance to have any sort of cloth or barrier for privacy. I’ve seen way more naked locals than I ever desired to. But I digress. Low grumble reminded me it is time to make some lunch. And what better dish than to try to make my grandma’s famous casserole.
_This post is for subscribers only._
### Chasing illusions
URL: https://www.pesec.no/chasing-illusions/
Last updated: 2025-07-31T07:00:52.000Z
The business world is chock full of mirages, Fata Morganas, illusions, deceptions, and façades. Promises of magnificent results, spectacular outcomes, incredible value, and what not.
I cannot even fathom how one could navigate such space without a healthy dose of scepticism and humour. The former to find the naked truth, and the latter to avoid getting depressed or burned out from all the nonsense and malarkey.
Increased skill and expertise bring certain clarity and ability to see through the façade, but still, in an ideal world things would be exactly as they seem. Alas, it isn't so, therefore buyer beware—always.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-32/
Last updated: 2025-07-30T07:00:33.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we establish a (well functioning!) corporate innovation lab?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Maintenance
URL: https://www.pesec.no/maintenance-redux/
Last updated: 2025-07-29T07:00:47.000Z
Maintenance is not just for industrial equipment. One ought to take care of all their tools, including, but not limited to, frameworks, conceptual models, methods, and processes. Revise them, polish them, update them, replace them... Take care of them.
## Three latest posts
[Value obsessedBusiness value must be understood from a multitude of perspectives.Bruno PešecBruno Pešec](https://www.pesec.no/value-obsessed/)
[Cross-pollinationHow to multiply value in the organisation.Bruno PešecBruno Pešec](https://www.pesec.no/cross-pollination/)
[Vagaries of businessNo matter the changes, we remain unsurprised.Bruno PešecBruno Pešec](https://www.pesec.no/vagaries-of-business/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Value obsessed
URL: https://www.pesec.no/value-obsessed/
Last updated: 2025-07-28T07:00:34.000Z
When it comes to innovation, there are two perspectives that trump all others.
First is the customers' perspective, or benefactors' if we are talking about social innovation, since they are the ones who stand to gain the most. Innovators must understand how the aforementioned perceive value so they can make an informed decision about what to focus on and how to communicate the value to them.
Second is the organisations' perspective. Whatever form or shape might the innovation at hand be, innovators must also understand what is valuable to the organisation itself. Failing to do so might lead to innovative ideas being reject, not because the customers are not buying, but because the idea itself is perhaps not generating sufficient value for the organisation itself or is not aligned strategically.
Understanding the above two perspectives dramatically improves the success odds for any innovation initiative.
### Cross-pollination
URL: https://www.pesec.no/cross-pollination/
Last updated: 2025-07-24T07:00:16.000Z
Sharing of ideas and insight within an organisation is one of the easiest and quickest ways to create additional value through corporate innovation. This applies to sharing within the business unit, but truly comes to the fore when sharing between the business units. In fact, I have observed that the greater the distance between two sides, the more value is realised through sharing.
Why is that so?
Validated and trustworthy insight is the most immediate output of the corporate innovation process. The innovation team might need years to monetise it. Existing teams focused on core business usually don't have time nor resources to explore new opportunities.
Sometimes innovation teams learn something they deem irrelevant for their specific situation. But this same insight might be invaluable to other parts of the organisation. The problem---or rather a missed opportunity---resides in the simple fact that innovation teams rarely have direct contact with core teams, and conversely core teams are rarely aware of insight generated by the innovation teams.
Connecting them is the first step towards fruitful cross-pollination.
### Vagaries of business
URL: https://www.pesec.no/vagaries-of-business/
Last updated: 2025-07-22T07:00:57.000Z
Innovation is rife with unexpected and inexplicable changes. This is no cause for despair; but rather presents an opportunity for anyone capable of learning and adapting rapidly.
## Three latest posts
[Communicate value clearlyA simple lesson oft forgotten.Bruno PešecBruno Pešec](https://www.pesec.no/communicate-value-clearly/)
[Rapid value generationLeverage existing resources, capabilities, and brands.Bruno PešecBruno Pešec](https://www.pesec.no/rapid-value-generation/)
[Wednesday Innovation Q&A with BrunoAny tips on how we can accelerate our innovation process?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-31/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Communicate value clearly
URL: https://www.pesec.no/communicate-value-clearly/
Last updated: 2025-07-21T07:00:35.000Z
"Bruno, what do you think about our value proposition?"
I clicked on the link that was included with a request. It opened a nice looking web page. Cool design, pleasant colours, nice typography. Visually, the text look all right—benefits in bullets points, accentuated problems, a little bit of technical speak.
But it all fell apart once I started reading.
"What does this mean?"
I wondered at least seven times. Abbreviations and acronyms were littered all over the place. I looked all over the web page, desperately seeking their meaning. Sure, for some of them I could reasonably deduce what they mean from the context, but for others I was stupefied.
When I failed to find what these mean on the product's web site, I began searching online. Finally, I found all acronyms on Wikipedia. Wow. Now, since I am not a target customer, I thought that perhaps these short form expressions might be something so mundane that everyone in the field knows them.
I called a friend of mine, who actually is in that field, and asked him to look over.
"Bruno, I have no idea what half of these mean. Really."
It doesn't matter how great the value we can provide is if no one understands it. Two easiest, and quickest, ways to achieve that is to use plain language and customers' own words.
### Rapid value generation
URL: https://www.pesec.no/rapid-value-generation/
Last updated: 2025-07-17T07:00:37.000Z
Innovating with what we have at hand is grossly underappreciated.
The key trick is to begin by clarifying customers' key jobs and desired outcomes. Once we have that critical information then we can assess how to recombine existing capabilities, resources, and brands into new bundles of products and services to serve customers and help them get their jobs done better, cheaper and faster.
Bam, innovation, just like that. Some gaps are to be expected, but these can easily be filled in. In fact, every identified gap represents a further growth opportunity. And how great is that?
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-31/
Last updated: 2025-07-16T07:00:51.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"Any tips on how we can accelerate our innovation process?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Pyrite badges
URL: https://www.pesec.no/pyrite-badges/
Last updated: 2025-07-15T07:00:05.000Z
Innovation awards are dainty, but achieved results and documented learnings matter more.
## Three latest posts
[Augmented decision-makingStrategic and informed decision-making.Bruno PešecBruno Pešec](https://www.pesec.no/augmented-decision-making/)
[On sizing an innovation portfolioAlas, size does matter.Bruno PešecBruno Pešec](https://www.pesec.no/on-sizing-an-innovation-portfolio/)
[Bipunctual experimentsNot just for fun and giggles.Bruno PešecBruno Pešec](https://www.pesec.no/bipunctual-experiments/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Augmented decision-making
URL: https://www.pesec.no/augmented-decision-making/
Last updated: 2025-07-14T07:00:03.000Z
Here are five simple steps to adopt a more strategic approach to data and intelligence enriched decision-making:
1. Start by discovering key decisions. These are usually tied with some end goal, result, or outcome, so consider them too.
2. Then define the insights you need. What do you need to know in order to make an informed decision? What must be true in order for that decision to lead to desired results?
3. Next, identify and connect the required data across your decision-process. Since now we know what insight we are looking for, we can link various data sources across the organisation. Do note that I mean data in the broadest sense, not just some bits and bytes on computer drives.
4. Monitor the impact of your decisions on business results. Expected results were a guess—an informed one, but still a guess. We must monitor if our decisions actually lead to expected results. If not, then we must adjust.
5. Create an augmentation culture. Above processes should be repeated for each decision, allowing us to augment—improve and enhance—existing decision-making processes over time.
Should you be interested to learn more about above, then I recommend the [**Augmented Strategy**](https://www.pesec.no/augmented-strategy/) book in which we address how to (i) make better business decisions, (ii) improve strategy and likelihood of winning in the market, and (iii) leverage all the data we have in the organisation.
### On sizing an innovation portfolio
URL: https://www.pesec.no/on-sizing-an-innovation-portfolio/
Last updated: 2025-07-10T07:00:49.000Z
If the innovation portfolio is tied to a specific business objective, like for example an amount of new revenue generated, then the size of portfolio should be several times the objective. This factor should be tied into overall risk.
This is to account for the fact that not all ideas in the portfolio will be developed into products, services, and ventures. Adequately sizing the portfolio is vital else we run the risk of investing into it without ever even standing a change of achieving our stated objective.
### Bipunctual experiments
URL: https://www.pesec.no/bipunctual-experiments/
Last updated: 2025-07-08T07:00:24.000Z
Running business experiments has two points: (i) to help you make an informed decision, and (ii) to create reusable knowledge.
## Three latest posts
[What bags taught me about valueOn putting things in perspective.Bruno PešecBruno Pešec](https://www.pesec.no/what-bags-taught-me-about-value/)
[Trustworthy insightOn value of being sceptical.Bruno PešecBruno Pešec](https://www.pesec.no/trustworthy-insight/)
[Wednesday Innovation Q&A with BrunoHow to lead change so people desire that change?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-30/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### What bags taught me about value
URL: https://www.pesec.no/what-bags-taught-me-about-value/
Last updated: 2025-07-07T07:47:45.000Z
I love a good bag.
I have a black duffel bag that has travelled the world with me. It is a simple, rectangular shaped bag with wide mouth opening and two square side pockets. It has reinforced bottom and four little peg-legs. It can fit a lot in its humble volume of approximately 30 litres. I've had it for more than twenty years, inherited it from my mother, and took it with me on trips across four continents. It still looks brand new.
And yet, despite having a perfect duffel bag, I keep looking for new ones. The more I look, the more annoyed I become. Newer bags somehow have worse design, worse quality, and worse durability. Those that are similar too mine, and according to reviews match or surpass its quality, on the other hand, have ridiculous prices. $150+ for a simple duffel bag?! But then I pause and think. My bag has served me for over two decades. If new bag serves half of that time it will still be less than $20 per year.
Once I bought a little bit too much food whilst traveling. In a flash of brilliance, I bought the cheapest duffel bag that could fit all of that tasty food. The strap-ring broke as I stepped off the bus, sending me flying from all the weight I was balancing. At least it happened at the end of my journey... That "cheap" bag was $30 second-hand and did not last a single trip.
I'll stick with my bag for now. But I'll keep looking—with a revised point of view.
### Trustworthy insight
URL: https://www.pesec.no/trustworthy-insight/
Last updated: 2025-07-03T07:00:03.000Z
Insight is an increased understanding of matter at hand. It comes from connecting the dots and recognising patterns by interpreting data and information. This then creates new knowledge, or reinforces past knowledge, or both.
Today, more than ever, we have tools that enable us to short-cut the whole process.
We can ask a question and receive an answer immediately. If it is within our own subject matter expertise, then we can judge how accurate (or inaccurate!) the answer is. But if it is not, then we ought to ensure validity of answer with different means.
One way to do so is check the provenance of knowledge and insight offered. Another is cross-checking with multiple sources, ideally of different kind. Third is understanding the process that yields the answer.
Failing to apply this very basic validity procedure opens us up to confusion and misinformation, instead of erudition and informedness. And that is quite the opposite of what most of us wishes to achieve.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-30/
Last updated: 2025-07-02T07:00:29.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to lead change so people desire that change?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-7-july-2025/
Last updated: 2025-12-01T14:41:44.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Standardising the Known
"Hmmm..." I muttered as I drew my fingers across greasy lamp above the stove top. It was caked with dust. "Hmmm..." I grumbled as I opened kitchen cabinets only to find them yellowed instead of washed. "Come, see this..." I hailed the person showing us the apartment.
Toilet bowl was brown—hasn't been properly washed and scrubbed in years—and large, wet wipe was floating in the drain. Now, those of you who use wet wipes for cleaning might guess where this is going. "Sorry, but this is a bit of a problem. Wet wipes do not disintegrate in timely manner. Therefore, they are not allowed to be flushed down the drain. That can cause stoppage and other, related, issues."
_This post is for subscribers only._
### Erudition beckons
URL: https://www.pesec.no/erudition-beckons/
Last updated: 2025-07-01T07:00:06.000Z
Contemplation without action can only go so far.
## Three latest posts
[A Learning StrategyAlways be testing.Bruno PešecBruno Pešec](https://www.pesec.no/a-learning-strategy/)
[Combinatorial innovationNew value, existing assets.Bruno PešecBruno Pešec](https://www.pesec.no/combinatorial-innovation/)
[Stalwart ignoranceTime doesn’t wait.Bruno PešecBruno Pešec](https://www.pesec.no/stalwart-ignorance/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### A Learning Strategy
URL: https://www.pesec.no/a-learning-strategy/
Last updated: 2025-06-30T07:00:11.000Z
Innovation strategy is not set in stone—it needs to be continuously tested in the real world. There are [manifold benefits](https://weareoutcome.co/blog/building-strategy-as-a-series-of-experiments/?ref=pesec.no) to such approach, including faster time-to-learning, adaptability in uncertain environments, and reduced risk.
[Dan Toma](https://www.pesec.no/author/dan/) recently wrote about adopting an [experimental approach to strategy](https://weareoutcome.co/blog/building-strategy-as-a-series-of-experiments/?ref=pesec.no) in four steps. First break down strategic direction into assumptions and hypotheses. Then run minimum viable experiments to test them. Ensure feedback loops are in place throughout the governance processes. Finally, update the strategy based on the learning.
Interested in learning more about how to formulate your innovation strategy and structure an efficient governance system? Then I recommend two quickstart guides I wrote for busy professionals:
[Quickstart: Innovation strategyPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-strategy/)
[Quickstart: Innovation boardsPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-boards/)
### Combinatorial innovation
URL: https://www.pesec.no/combinatorial-innovation/
Last updated: 2025-06-26T07:00:16.000Z
If we know our customers' core jobs and desired outcomes, then we can leverage existing resources, capabilities, and brands to create innovative products are services for them. Then innovation becomes a game of bricolage, like playing with available building blocks to make something new and valuable.
### Stalwart ignorance
URL: https://www.pesec.no/stalwart-ignorance/
Last updated: 2025-06-24T07:00:45.000Z
The worst thing to do in dynamic times is refusing to observe and acknowledge new terms and conditions.
## Three latest posts
[Practicing togetherThe power of peerage.Bruno PešecBruno Pešec](https://www.pesec.no/practicing-together/)
[Three business factsOwn your success.Bruno PešecBruno Pešec](https://www.pesec.no/three-business-facts/)
[Wednesday Innovation Q&A with BrunoHow to foster collaboration within the company (innovation hub vs. integration in operational units)?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-29/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Practicing together
URL: https://www.pesec.no/practicing-together/
Last updated: 2025-06-23T07:00:55.000Z
Joining a community of practitioners is a great way to improve skills. That is especially important for practical matters, like innovation, where first-hand experience is invaluable. One grows both by sharing, but also by inquiring and reflecting. There is nothing like a community of peers who are on the same path, with similar struggles, challenges, and frustrations.
### Three business facts
URL: https://www.pesec.no/three-business-facts/
Last updated: 2025-06-19T07:00:34.000Z
Fact 1: Companies that meet changing customer demands increase their market share.
Fact 2: Improvement and incremental innovation account for 1/4 of business outcomes and 1/3 of product outcomes.
Fact 3: Market loss is primarily due to organisation's own business politics and processes.
What shall you do with these facts?
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-29/
Last updated: 2025-06-18T07:00:44.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to foster collaboration within the company (innovation hub vs. integration in operational units)?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Step on the balcony
URL: https://www.pesec.no/step-on-the-balcony/
Last updated: 2025-06-17T07:00:27.000Z
It's wise to regularly step away from everyday work in order to see the bigger picture.
## Three latest posts
[Ambiguity vs uncertaintyEach demands a different approach.Bruno PešecBruno Pešec](https://www.pesec.no/ambiguity-vs-uncertainty/)
[What is the decision?Clarity first.Bruno PešecBruno Pešec](https://www.pesec.no/what-is-the-decision/)
[Know whither to goAmazing, I know.Bruno PešecBruno Pešec](https://www.pesec.no/know-whither-to-go/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Ambiguity vs uncertainty
URL: https://www.pesec.no/ambiguity-vs-uncertainty/
Last updated: 2025-06-16T07:00:54.000Z
Let’s consider the following two words: "ambiguity" and "uncertainty."
Ambiguity means that there are multiple interpretations of what has been said or done. Let’s take innovation as an example. Usually, if I ask ten people to define innovation, I will get twenty definitions back. Now if these were ten random people from the street then it wouldn't matter. But if these are ten people from the same organisation, same division, or even worse, same team, then that is a big red flag.
Lacking alignment on the meaning of key words will translate into extra work and waste. Ambiguity might have some advantages in politics, but why do that in business? Leaders can fix ambiguity by sheer authority of their position. They only need to be willing to.
Uncertainty, on the other hand, can only be reduced. We can try to learn more. Understand deeper. Imagine the future better. Think about possible options broader. Run experiments to test our hypotheses. We can do all these things—and we should—to increase our understanding and confidence while reducing uncertainty. At the same time, we should accept that sometimes it is impossible to become completely certain. After all, we cannot see the future. We learn as much as we can and then make a decision.
Allow me to recap.
Ambiguity should be ruthlessly eliminated else waste runs amok.
Uncertainty should be tirelessly reduced until decision can be made.
### What is the decision?
URL: https://www.pesec.no/what-is-the-decision/
Last updated: 2025-06-12T07:00:07.000Z
The first step to making a better decision is understanding what decision needs to be made in the first place.
If we don't know that, then we cannot figure out what kind of insight you are seeking, nor what kind of questions to ask. And without that we don't know where to look. In other words, we are stumbling around, hoping for the best.
When stuck, a fine starting point is to begin with an end in mind—what are the results or outcomes we are trying to achieve? Then work our way backwards to figure out what are the relevant decisions.
### Know whither to go
URL: https://www.pesec.no/know-whither-to-go/
Last updated: 2025-06-10T07:00:57.000Z
You need to figure where you want to go before figuring out how to get there.
## Three latest posts
[Awareness of the unspoken and unwrittenOn paying attention to the subtle and sublime.Bruno PešecBruno Pešec](https://www.pesec.no/awareness-of-the-unspoken-and-unwritten/)
[Mutual understandingAn investment that pays dividends.Bruno PešecBruno Pešec](https://www.pesec.no/mutual-understanding/)
[Wednesday Innovation Q&A with BrunoHow can we better communicate success of innovation initiatives?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-28/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Awareness of the unspoken and unwritten
URL: https://www.pesec.no/awareness-of-the-unspoken-and-unwritten/
Last updated: 2025-06-09T06:59:59.000Z
Every organisation has three layers of how they go about things.
First, there is the façade, a set of written policies, procedures, and processes which describe how work is done and how the organisation operates.
Second, there is "this is how we actually do things around here" as spoken by the people in the organisation. These are mostly stories and narratives of how people found different ways to get work done.
Third, and deepest, layer is how the work actually gets done. Very few people stop to reflect on what is it they do when they do what they do.
In the ideal world all three layers would be aligned and not too distant from each other. The further away they are, the more fertile ground for dissonance and detachment they become.
Something to reflect on.
### Mutual understanding
URL: https://www.pesec.no/mutual-understanding/
Last updated: 2025-06-05T07:00:20.000Z
Uncertainty and ambiguity are expected when innovating. After all, we are trying to create value without having the complete picture. That by itself provides enough risk. Why then make it even more difficult by failing to understand each other? Everyone involved with the innovative project or venture should have a shared understanding of desired outcomes, expectations, acceptable pathways, and strategic alignment. The same applies to all relevant decision makers. Sure, alignment takes time and effort. But it takes less time and effort than fixing going off the rails for years.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-28/
Last updated: 2025-06-04T07:00:28.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we better communicate success of innovation initiatives?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Hard stuff
URL: https://www.pesec.no/hard-stuff/
Last updated: 2025-06-03T07:08:02.000Z
When in doubt focus on the decision with irreversible consequences.
## Three latest posts
[Inspiring curiosityThe many gifts of curiosity.Bruno PešecBruno Pešec](https://www.pesec.no/inspiring-curiosity/)
[Outside and insideHave the courage to go there.Bruno PešecBruno Pešec](https://www.pesec.no/outside-and-inside/)
[Malignant modestyShout it from the rooftops!Bruno PešecBruno Pešec](https://www.pesec.no/malignant-modesty/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Inspiring curiosity
URL: https://www.pesec.no/inspiring-curiosity/
Last updated: 2025-06-02T07:00:35.000Z
Curiosity is not just about learning—it is also about inspiration. Asking questions, reading broadly, speaking with interesting people, having new and revisiting old experiences are all a form of curiosity. And while learning is important, especially for success, so are those flashes of inspiration which allow us to see what we haven't seen before and to connect the dots.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-6-june-2025/
Last updated: 2025-12-01T14:37:42.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Delegating Thinking
“Here.” A person turned their laptop to me.
I hunched over to take a look at their screen. They had a browser open on something that looked like a chat room. There were chat bubbles to the left and right.
“What am I looking at?” I asked.
We were in the middle of an intense workshop focused on scaling-up a set of innovative solutions. There were multiple teams, each working on identifying key risks, roadblocks, and issues that might arise from scaling their operations and sales.
_This post is for subscribers only._
### Outside and inside
URL: https://www.pesec.no/outside-and-inside/
Last updated: 2025-05-29T07:00:39.000Z
There is certain allure to thinking about problems, challenges, solutions, opportunities, and successes as being out there somewhere, as opposite of being on the inside. If they are outside, then all we have to do is reach out and grab them, right? But the reality is that these are more often found on the inside, not outside.
Why should we look to competitors to identify growth opportunities when there are thousands of those within our own organisation? Since reaching inside means facing oneself and reality the of thereof, perhaps that is what makes it a scarier proposition. And yet, those who dare to look inside stand much to gain.
### Malignant modesty
URL: https://www.pesec.no/malignant-modesty/
Last updated: 2025-05-27T07:29:09.000Z
Never forget that perception is part of value as well. So, go on and tell everyone how great and awesome your innovative products and services are.
## Three latest posts
[The reality of experienceThinking as it might be, seeing as it is.Bruno PešecBruno Pešec](https://www.pesec.no/the-reality-of-experience/)
[A matter of perspectiveSometimes you should go bigger, not smaller.Bruno PešecBruno Pešec](https://www.pesec.no/a-matter-of-perspective/)
[Wednesday Innovation Q&A with BrunoHow to make a traditional organisation realise that the world is changing fast and translate that into an appetite and urgency to undertake disruptive innovation?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-27/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The reality of experience
URL: https://www.pesec.no/the-reality-of-experience/
Last updated: 2025-05-26T06:57:49.000Z
Coming up with something new and valuable demands of us to make a number of assumptions about what might and might not be true. Thinking through these assumptions is important, as it allows us to become more aware of the potential risks and what must we learn more about. At the same time, it is most critical these assumptions are tested, again and again, in the world. First hand experience is a very potent sobering device.
### A matter of perspective
URL: https://www.pesec.no/a-matter-of-perspective/
Last updated: 2025-05-22T07:00:15.000Z
Is it just me, or does it really seem like great majority of incumbents are trying really hard to use AI solutions to create crappier services cheaper, instead of augmenting the business to deliver more value, better?
Majority seems to be sweating minor solutions like chat-bots, hallucinogenic LLMs, and similar, pursuing efficiencies in parts of the business which already are efficient.
They would gain more by focusing on big, critical areas, where their experts can be most augmented by AI solutions in order to create even more value.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-27/
Last updated: 2025-05-21T07:00:34.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to make a traditional organisation realise that the world is changing fast and translate that into an appetite and urgency to undertake disruptive innovation?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Invention no more
URL: https://www.pesec.no/invention-no-more/
Last updated: 2025-05-20T07:00:15.000Z
Invention becomes innovation once it is put to use, at scale.
## Three latest posts
[Immutable strategyThe worst type of strategy.Bruno PešecBruno Pešec](https://www.pesec.no/immutable-strategy/)
[Surprise!An invitation.Bruno PešecBruno Pešec](https://www.pesec.no/surprise/)
[Breaking out of the rutA little bit of mindless action.Bruno PešecBruno Pešec](https://www.pesec.no/breaking-out-of-the-rut/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Immutable strategy
URL: https://www.pesec.no/immutable-strategy/
Last updated: 2025-05-19T07:00:51.000Z
Strategy is not an immutable [rock](https://www.pesec.no/what-do-innovation-strategy-and-a-rock-have-in-common/) formation. And it most definitely is not some sort of sacral artefact that ought to be worshipped. No, strategy is more akin to a dynamic, living document that changes as we learn based on market and environmental feedback.
Read more about strategy as a living framework:
- [What is the role of strategy?](https://weareoutcome.co/blog/what-is-the-role-of-strategy/?ref=pesec.no)
- [What makes a good strategy?](https://www.pesec.no/what-makes-a-good-strategy/)
- [Dynamic strategy](https://www.pesec.no/dynamic-strategy/)
- [Strategy for the 21st century](https://www.pesec.no/strategy-for-the-21st-century/)
- [Exploiting the strategy gap](https://www.pesec.no/exploiting-the-strategy-gap/)
### Surprise!
URL: https://www.pesec.no/surprise/
Last updated: 2025-05-15T07:00:40.000Z
When was the last time you were surprised? Discovering novel insight necessitates the possibility of being surprised. Further, if there is no likelihood of surprising insight, are we then playing it too safe? Something to think about.
### Breaking out of the rut
URL: https://www.pesec.no/breaking-out-of-the-rut/
Last updated: 2025-05-13T07:00:52.000Z
When creativity runs dry the best thing is to go where the action is and get the hands dirty.
## Three latest posts
[Know who mattersNot all feedback is equal.Bruno PešecBruno Pešec](https://www.pesec.no/know-who-matters/)
[The human premiumOn value.Bruno PešecBruno Pešec](https://www.pesec.no/the-human-premium/)
[Wednesday Innovation Q&A with BrunoHow can we overcome capital, capacity and culture constraints to reliably execute projects as an ambidextrous company?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-26/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Know who matters
URL: https://www.pesec.no/know-who-matters/
Last updated: 2025-05-12T07:00:26.000Z
Innovation is about creating value for someone.
That someone is determined by you, the innovator.
This step cannot—should not—be absolved nor delegated, because it holds an answer to many questions you will face during the innovation process.
And most importantly, by knowing who are you creating value for, you know whose feedback matters the most.
### The human premium
URL: https://www.pesec.no/the-human-premium/
Last updated: 2025-05-08T07:00:23.000Z
Based on how things are developing, "human touch" or perhaps even mere "human presence" will become part of all premium, high-margin value propositions. Conversely, "human absence" will become an elemental building block of cost-focused value propositions. Can't wait for a new era of horrendous, cyclical customer support, where the machine keeps repeating the same, wrong answer. O Fortuna!
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-26/
Last updated: 2025-05-07T08:26:02.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we overcome capital, capacity and culture constraints to reliably execute projects as an ambidextrous company?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Discard the wreath
URL: https://www.pesec.no/discard-the-wreath/
Last updated: 2025-05-06T10:08:09.000Z
Do not rest on your laurels.
The work of innovation never stops.
Celebrate and move on.
## Three latest posts
[Path to insightFor those who dare.Bruno PešecBruno Pešec](https://www.pesec.no/path-to-insight/)
[Burning innovation questionsYou asked, I answered.Bruno PešecBruno Pešec](https://www.pesec.no/burning-innovation-questions/)
[Ask to learnIt is harder than it seems.Bruno PešecBruno Pešec](https://www.pesec.no/ask-to-learn/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Path to insight
URL: https://www.pesec.no/path-to-insight/
Last updated: 2025-05-06T09:59:12.000Z
Asking the right question is quite difficult, for one does not know if the question was right until one asks it. There is vulnerability in the inquiry, especially a thoughtful one, that is rarely acknowledged. When one asks without knowing the answer and with genuine intent to learn, then one opens door to new insight.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-5-may-2025/
Last updated: 2025-12-01T14:35:50.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Innovation Outcomes Part III
"The proof is in the pudding."
Achieving good business results does not guarantee positive innovation outcomes. In [March](https://www.pesec.no/the-innovators-attitude-volume-4-issue-3-march-2025/) I wrote about assessing innovation outcomes from multiple perspectives, namely business outcomes, learning outcomes, and investment stopping reasons. [Last month](https://www.pesec.no/the-innovators-attitude-volume-4-issue-4-april-2025/) I described nine specific innovation outcomes when business results are negative. Today I will describe the opposite, i.e. innovation outcomes when business results are positive. To do so, we will consider the learning outcomes—which can be undocumented, documented, and documented and disseminated—and stopping reasons—which can be internal, external, and due to maturity.
_This post is for subscribers only._
### Burning innovation questions
URL: https://www.pesec.no/burning-innovation-questions/
Last updated: 2025-05-01T07:00:14.000Z
Last year I answered a number of your innovation questions. Now I updated all answers with high-resolution video and subtitles. Even better, from next week I will be releasing more answers to your burning innovation questions.
In the mean time, here are your questions I have answered so far:
1. [What is innovation and from where does it arise?](https://www.pesec.no/wiqa-1/)
2. [How can you make innovation easier?](https://www.pesec.no/wiqa-2/)
3. [How do you respond to challenges brought by top managers who dismiss innovation and attack it incessantly but without valid arguments?](https://www.pesec.no/wiqa-3/)
4. [How to increase buy-in from leadership along the innovation journey?](https://www.pesec.no/wiqa-4/)
5. [How I can learn to sell innovation at the company?](https://www.pesec.no/wiqa-5/)
6. [How to educate leadership on what is really innovation?](https://www.pesec.no/wiqa-6/)
7. [Innovation takes time; how to make deciders understand that innovation is not a cost center with no outputs?](https://www.pesec.no/wiqa-7/)
8. [How to define innovation strategy in line with strategic questions/challenges?](https://www.pesec.no/wiqa-8/)
9. [How can we improve collaboration in R&D and innovation across organizational boundaries?](https://www.pesec.no/wiqa-9/)
10. [How can knowledge and learnings of innovation processes be captured to improve future activities?](https://www.pesec.no/wiqa-10/)
11. [What is the real meaning of Innovation Strategy these days?](https://www.pesec.no/wiqa-11/)
12. [How can we create a strategy that improves innovation outcomes in a global organization?](https://www.pesec.no/wiqa-12/)
13. [How can we make innovation teams more committed and accountable to process?](https://www.pesec.no/wiqa-13/)
14. [How can we balance the right level of governance to increase reliability for corporate innovation without limiting the value of the innovation output?](https://www.pesec.no/wiqa-14/)
15. [How do we provide the space, tooling and methodologies for innovation to teams?](https://www.pesec.no/wiqa-15/)
16. [How might we demonstrate the value of innovation and ROI in the short and long term?](https://www.pesec.no/wiqa-16/)
17. [How can we better decouple the idea that innovation leads to new products in our organization when really it is a mindset that should shift everything we do?](https://www.pesec.no/wiqa-17/)
18. [What are the best practices in driving innovation?](https://www.pesec.no/wiqa-18/)
19. [How to better align innovation strategy to business goals?](https://www.pesec.no/wiqa-19/)
20. [How to run a successful innovation funnel?](https://www.pesec.no/wiqa-20/)
21. [How do we best balance detailed customer research with moving quickly like a startup?](https://www.pesec.no/wiqa-21/)
22. [How can I find the best areas to look for innovation solutions? How to narrow down the space from all the areas we could try to the areas most likely to be winning solutions?](https://www.pesec.no/wiqa-22/)
23. [How can I determine what the 3 to 5 key areas of interest are that should be the focus for breakthrough innovation program?](https://www.pesec.no/wiqa-23/)
24. [How to put guardrails around the corporate innovation group, so we are not trying to do everything?](https://www.pesec.no/wiqa-24/)
25. [How do I ensure the innovation function has critical mass to be sustainable?](https://www.pesec.no/wiqa-25/)
Have a question of your own? [Let me know](https://www.pesec.no/contact/).
### Ask to learn
URL: https://www.pesec.no/ask-to-learn/
Last updated: 2025-04-29T07:00:10.000Z
Learning is about asking questions one does not know an answer to.
## Three latest posts
[When disruption isn’t the wayAnd what to do about it.Bruno PešecBruno Pešec](https://www.pesec.no/when-disruption-isnt-the-way/)
[Accelerate innovationSpeed-up your innovation process right now.Bruno PešecBruno Pešec](https://www.pesec.no/accelerate-innovation/)
[Embrace incompletenessLearn how to work with fragments.Bruno PešecBruno Pešec](https://www.pesec.no/embrace-incompleteness/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### When disruption isn't the way
URL: https://www.pesec.no/when-disruption-isnt-the-way/
Last updated: 2025-04-28T07:00:05.000Z
[Managing innovation](https://www.pesec.no/managing-innovation-at-all-levels/) [at scale](https://www.pesec.no/managing-innovation-at-scale/) is not about putting all your money and people on a single disruptive idea. In fact, that is a short-cut to failure. Focusing investment on a diverse portfolio of innovative initiatives and ventures is the way to go. My friend [Dan Toma](https://www.linkedin.com/in/dantoma/?ref=pesec.no) recently published an article warning that disruptive innovation might be a bad business idea, and what to focus on instead:
> **Adjacent Innovation as a Lower-Risk Growth Strategy** – Expanding into related markets or customer segments allows businesses to leverage existing assets while minimizing operational and financial disruptions.
> **Diversified Companies Outperform in Uncertain Markets** – Research shows that companies with a diversified portfolio tend to be more resilient and financially successful, especially during economic downturns.
Read the full article [here](https://weareoutcome.co/blog/why-disruptive-innovation-is-a-bad-business-idea-and-what-can-you-do-instead/?ref=pesec.no).
### Accelerate innovation
URL: https://www.pesec.no/accelerate-innovation/
Last updated: 2025-04-24T07:00:46.000Z
You can dramatically increase the speed of innovation by focusing on two critical flows: (i) information flow, how long it takes you to learn from customers, competitors, and community, and (ii) decision flow, how long it takes you to make a decision based on available information.
You can improve these two flows right now—all you need is to sit down and figure out what decisions you need to make, and what information do you need to make them. That's all.
### Embrace incompleteness
URL: https://www.pesec.no/embrace-incompleteness/
Last updated: 2025-04-22T07:00:34.000Z
To innovate is to deal with uncertainty and ambiguity—paint the picture with what you have available at hand. Critical gaps will become obvious.
## Three latest posts
[The best source of ideasHidden in plain sight…Bruno PešecBruno Pešec](https://www.pesec.no/the-best-source-of-ideas/)
[The incredible potential of boringIn pursuit of dull gold.Bruno PešecBruno Pešec](https://www.pesec.no/boring-2/)
[Take your timeKnow when to go slow, and when to go fast.Bruno PešecBruno Pešec](https://www.pesec.no/take-your-time/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The best source of ideas
URL: https://www.pesec.no/the-best-source-of-ideas/
Last updated: 2025-04-21T07:00:01.000Z
Leaders have a tendency to look for new ideas outside of the organisation, ignoring their greatest source of highly relevant ideas—their own employees.
Employees that have daily contact with the customer are best positioned to come up with new ideas on how to create more value for the same customers. The problem is that they usually have no system nor support for doing so.
That is exactly what leaders can provide! Even simple things like clearly defining customer segments and jobs, as well as key support personnel, is enough to get the ball rolling. From then on, the best leader can do is get out of the way and intervene only when pulled.
### The incredible potential of boring
URL: https://www.pesec.no/boring-2/
Last updated: 2025-04-17T07:00:39.000Z
Innovation is often talked about in terms of new, exciting, novel, disruptive, unprecedented, radical, edgy... But the reality is that there is massive potential for innovation by looking at the boring, everyday issues and processes. There is a great deal of opportunity for incremental and adjacent innovations in such "boring" domains. And these are great both for bottom line and developing innovation capabilities much needed for riskier, and more daring innovations some time in the future.
### Take your time
URL: https://www.pesec.no/take-your-time/
Last updated: 2025-04-15T07:16:24.000Z
Give yourself time to make a decision—but once you do go all in.
## Three latest posts
[Innovation is a joint effortForget about individual heroics.Bruno PešecBruno Pešec](https://www.pesec.no/innovation-is-a-joint-effort/)
[Visualise the abstractOn making ideas tangible.Bruno PešecBruno Pešec](https://www.pesec.no/visualise-the-abstract/)
[Nibbling and chompingMasticatory wisdom.Bruno PešecBruno Pešec](https://www.pesec.no/nibbling-and-chomping/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovation is a joint effort
URL: https://www.pesec.no/innovation-is-a-joint-effort/
Last updated: 2025-04-15T07:13:06.000Z
Corporate innovation is a company-wide effort, meaning that everyone at every level contributes. It is not about individual heroics and larger-than-life antics. In fact, those are usually a signal of dysfunctional innovation management system. It is the little details, the enduring engagement, and systemic approach that develop innovation skills which contribute to long-term competitive advantage.
### Visualise the abstract
URL: https://www.pesec.no/visualise-the-abstract/
Last updated: 2025-04-10T07:00:12.000Z
Visualising ideas, concepts, plans, makes it much easier to discuss the aforementioned. Further, using visuals helps with storytelling, as we work through the visual representation of what we know, what we wish to share, and what we want to focus on.
Making squiggly lines takes very little skill, while allowing us to build a more complete picture of the situation at hand. There is also a wealth of visual inquiry tools, like the [Lean Experiment Canvas](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/) and [Business Model Canvas,](https://www.pesec.no/the-business-model-canvas-explained/) which anyone can use regardless of the artistic talent.
Interested to learn more about visual thinking and tools? Then I recommend the following articles:
[The power of visual thinkingHow does visual thinking practically help an organization?Bruno PešecBruno Pešec](https://www.pesec.no/the-power-of-visual-thinking/)
[Visual tools for experimentation and innovation accountingThree proven tools for visual overview of experiments, understanding progress, and innovation accounting.Bruno PešecBruno Pešec](https://www.pesec.no/visual-tools-for-experimentation-and-innovation-accounting/)
[Visual tools for understanding customersDig deeper into understanding customer’s needs by using one of these three visual tools.Bruno PešecBruno Pešec](https://www.pesec.no/visual-tools-for-understanding-customers/)
### Nibbling and chomping
URL: https://www.pesec.no/nibbling-and-chomping/
Last updated: 2025-04-08T07:00:32.000Z
Taking a million small bites = continuous improvement.
Taking several massive bites = innovation.
## Three latest posts
[The secret value of uncertaintyIncredible opportunities lurk in the unexpected places.Bruno PešecBruno Pešec](https://www.pesec.no/the-secret-value-of-uncertainty/)
[Build it and they will comeOn learning the hard way.Bruno PešecBruno Pešec](https://www.pesec.no/build-it-and-they-will-come/)
[Make some noise!The unfathomable truth.Bruno PešecBruno Pešec](https://www.pesec.no/make-some-noise/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The secret value of uncertainty
URL: https://www.pesec.no/the-secret-value-of-uncertainty/
Last updated: 2025-04-07T07:00:28.000Z
Extreme uncertainty breeds extreme opportunity. But these amazing opportunities are fleeting—and unless you connect the dots in time, they are gone forever.
That is the art of innovation.
Today the established enterprises have an upper hand. The window is open. The only question is—will you act in time?
[Reach out](https://www.pesec.no/contact/) if you need help identifying and capitalising on innovation opportunities in the current ever-changing climate.
### Build it and they will come
URL: https://www.pesec.no/build-it-and-they-will-come/
Last updated: 2025-04-03T07:00:49.000Z
It doesn’t matter how good your product or service is if no one believes you.
I learned that the hard way. Once I worked on a project where we created a product so good that it was three times better than the market leader’s product. It was, in fact, so good that no one believed us.
We attempted to counter this by parading the product around the world so potential customers could experience it first-hand. By the time we were done, the competition caught up and came up with their own product of similar performance.
That is how I learned that old adage of “build it and they will come” is not really true unless you have a good story to explain the value.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-4-april-2025/
Last updated: 2025-12-01T14:36:17.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Innovation Outcomes Part II
It is quite possible to have a positive corporate innovation outcome even if the project or venture itself was at a loss.
Continuing from [last month](https://www.pesec.no/the-innovators-attitude-volume-4-issue-3-march-2025/), today I will write about nine different innovation outcomes when business results are negative. I will consider two different dimensions, namely the learning outcomes and what was the stopping reason. Learning outcomes can be (i) undocumented, (ii) documented, and (iii) documented and disseminated. Stopping reasons can be (i) internal, (ii) external, and (iii) due to maturity.
_This post is for subscribers only._
### Make some noise!
URL: https://www.pesec.no/make-some-noise/
Last updated: 2025-04-01T08:48:12.000Z
Today I will reveal, for the first time, the greatest secret to innovation.
Brace for it.
Are you ready?
The sole key for successfully innovating again and again...
Stick to your very first idea and go all in!
No compromises, no learning, no adjustments!
If the world doesn't get it—then it is their loss!
*P.S. Check the date.*
## Three latest posts
[Playing Lean for the better futurePlaying Lean @RIT Croatia.Bruno PešecBruno Pešec](https://www.pesec.no/playing-lean-for-the-better-future/)
[Gatekeep innovation fundingFunds commensurate to risk.Bruno PešecBruno Pešec](https://www.pesec.no/gatekeep-innovation-funding/)
[Nomadic quandaryAbsence of punishment is not enough.Bruno PešecBruno Pešec](https://www.pesec.no/nomadic-quandary/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Playing Lean for the better future
URL: https://www.pesec.no/playing-lean-for-the-better-future/
Last updated: 2025-04-01T06:34:06.000Z
It always delights me when [people use](https://www.linkedin.com/posts/antonia-kurtovic%5Fstartups-leanstartup-workshop-activity-7312398286986915840-I81l?ref=pesec.no) the award-winning board game [Playing Lean](https://www.pesec.no/tag/playing-lean/) to teach new generations [lean startup](https://www.pesec.no/tag/lean-startup/) and [entrepreneurial](https://www.pesec.no/tag/entrepreneurship/) skills:
> From zero to 100,000 customers - How do you make it happen? 🤔
>
> That was the challenge we tackled on Saturday at the Startup Workshop at RIT Croatia. 🐯
>
> High schoolers and students kicked off the day with a lecture by professor [](https://www.linkedin.com/in/ACoAAAEKUu0BdgFwIq6aFud1noeBKH34vmXf8AU?ref=pesec.no)Scott Coleman, then put theory into action by crafting their own strategies in the [Playing Lean](https://www.playinglean.com/?ref=pesec.no) board game. 🎲
>
> By the end of the game, the key takeaways became clear:
>
> 📝 Experiment first - validate before building
> 📝 Always keep customers at the center of your strategy
> 📝 Identify real pain points and craft solutions that truly solve them.
>
> A big thank-you goes to [](https://www.linkedin.com/in/ACoAABF7vrsB4AlMDXPt8F3wNT87HjcGQUlbUfA?ref=pesec.no)[Bruno Pešec](https://www.linkedin.com/in/pesec/?ref=pesec.no), one of the game’s creators, for generously gifting it to our program and allowing students to experience "learning by doing" in the best possible way.
>
> On a personal note, facilitating this session was a new and cool experience for me, and I'm looking forward to many more. 😊 Who knows - one of these students might just build the next big thing! 🚀
Don't hesitate to reach out if you are an university or higher education institution. We are happy to support you as much as we can—young people are our future.
### Gatekeep innovation funding
URL: https://www.pesec.no/gatekeep-innovation-funding/
Last updated: 2025-03-27T08:00:00.000Z
Innovation board (sometimes also called venture or growth board) is a special-purpose governing body with mandate to invest into innovative projects and ventures that are expected to contribute to the organisation’s strategic objectives.
These boards act as a gatekeeper between innovation funds and innovation teams.
Innovation teams present their case and needs (e.g. funding required), and the innovation board decides on the basis of presented evidence, confidence, and strategic alignment if they will grant or reject the request. Power and autonomy is with the teams because they are the one coming up with suggestions.
By portioning the funds in such a manner, instead of single large, big-bang investments, the board is safeguarding the organisation as well. By keeping the investments small and frequent, the board retains the option to stop early, thus minimising the likelihood of spending too much on an idea that wouldn’t be able to make a significant contribution to the business.
### Nomadic quandary
URL: https://www.pesec.no/nomadic-quandary/
Last updated: 2025-03-25T08:00:25.000Z
Innovator's home is where their curiosity gets rewarded.
## Three latest posts
[Manage your portfolioActively manage your innovation portfolio!Bruno PešecBruno Pešec](https://www.pesec.no/manage-your-portfolio/)
[Quickstart: Rapid idea testingPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-rapid-idea-testing/)
[TsardomNot a great path forward.Bruno PešecBruno Pešec](https://www.pesec.no/tsardom/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Manage your portfolio
URL: https://www.pesec.no/manage-your-portfolio/
Last updated: 2025-03-24T08:00:43.000Z
[Innovation portfolio](https://www.pesec.no/quickstart-innovation-portfolio-management/) is a strategic tool that helps leaders detect ideas and projects that could be de-funded in order to unlock people and resources to work on more promising ideas. The bigger the company, the more important this is. Opportunity costs can rack-up quite fast.
Portfolios consisting of innovative ideas spanning everything from immature ideas that require exploration to ideas with validated demand requiring scaling must be actively managed. They are not “invest and forget” and do not take care of themselves.
Common [information to track](https://www.pesec.no/create-your-own-innovation-portfolio-in-three-simple-steps/) in a portfolio are idea maturity, idea typology, and revenue potential. Match that with historical data on how long it usually takes you to develop an idea, and how many resources are needed to do so, and you have sufficient information to decide if something is still worth investing in.
### Quickstart: Rapid idea testing
URL: https://www.pesec.no/quickstart-rapid-idea-testing/
Last updated: 2025-03-20T08:00:09.000Z
Learning quickly is one of the best ways to reduce uncertainty and improve the quality of decisions. I often write about business experimentation, but today I want to share a lighter method for quick inquiries:
1. Begin with reading *"*[*3 generic steps to test any idea*](https://www.pesec.no/3-generic-steps-to-test-any-idea/)*"* to learn basic steps for testing any business idea.
2. Then perform *"*[*Rapid assumption scan*](https://www.pesec.no/rapid-assumption-scan/)*"* to surface the most critical assumptions. Investigate and question them.
3. Finally, follow the *"*[*How to prioritise insight rapidly?*](https://www.pesec.no/how-to-prioritise-insight-rapidly/)*"* guide to structure and make sense of this new insight in order to decide what do to next.
Above can be done in two hours, a minuscule investment for massive returns. Why not give it a try next time you have an idea?
### Tsardom
URL: https://www.pesec.no/tsardom/
Last updated: 2025-03-18T08:00:05.000Z
Setting and maintaining firm boundaries can be great for stirring and guiding innovation. Ruling with an iron fist as if ordained by divine right, not so much.
## Three latest posts
[On commitment and innovationIt is a calling.Bruno PešecBruno Pešec](https://www.pesec.no/on-commitment-and-innovation/)
[The worst innovation question to ask customersA great way to burn money and time though!Bruno PešecBruno Pešec](https://www.pesec.no/the-worst-innovation-question-to-ask-customers/)
[TrophiesCelebrate and move on.Bruno PešecBruno Pešec](https://www.pesec.no/trophies/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On commitment and innovation
URL: https://www.pesec.no/on-commitment-and-innovation/
Last updated: 2025-03-17T13:50:12.000Z
Innovation is not easy. It is often thankless work with near invisible results until the very end. It requires will, perseverance, grit, and tenacity. It demands commitment to achieving outcomes, to perfection, to creating value having to doing better, to continuous betterment. It demands commitment in the face of uncertainty, and comes with a high cost. But the thrill of innovating, of birthing something so valuable it outlives its creators, is unparalleled.
### The worst innovation question to ask customers
URL: https://www.pesec.no/the-worst-innovation-question-to-ask-customers/
Last updated: 2025-03-13T08:00:17.000Z
Knowing customers' needs is extremely valuable. But asking customers "What do you want?" is a horribly expensive way not to learn that. A much better question is "How do you get that done?" followed up with "What gets in the way?"
Listen carefully and ask many clarifying questions. Qualify everything you can. "How do you know you are finished?" "How do you know you have been successful?" "What is a lot? What is a little?" So on and so forth. Don't be an inquisitor, but a humble learner.
Next step is to verify everything you have been told. Does what they say match what they do? Remember, in case it doesn't that doesn't mean they lied. Rather, it means that there is an opportunity to improve and innovate.
### Trophies
URL: https://www.pesec.no/trophies/
Last updated: 2025-03-11T08:00:34.000Z
Winning accolades and trophies and fancy figurines for being "most innovative" is all fine and dandy—as long as one remembers they reward perception.
## Three latest posts
[Road to innovationPathway to innovation success.Bruno PešecBruno Pešec](https://www.pesec.no/road-to-innovation/)
[Dare to askOn asking the right questions.Bruno PešecBruno Pešec](https://www.pesec.no/dare-to-ask/)
[Dispel torporAct before it is too late.Bruno PešecBruno Pešec](https://www.pesec.no/dispel-torpor/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Road to innovation
URL: https://www.pesec.no/road-to-innovation/
Last updated: 2025-03-10T08:00:14.000Z
Can one innovate without deep understanding of the environment and internal capabilities? Of course. Many such ventures go out of business because their rate of learning is lower than their rate of burning capital.
Succeeding with innovation depends on understanding both the broader picture as well as narrow or niche segment. Understanding external factors—e.g. political, economic, social, technological, social, and legal—allows us to better align and use our internal capabilities and resources.
After all, our businesses do not exist in a vacuum. What is innovative today might be considered obsolete tomorrow. Better to know that in advance than learn it too late.
### Dare to ask
URL: https://www.pesec.no/dare-to-ask/
Last updated: 2025-03-06T08:00:53.000Z
When the world keeps moving at an astonishing pace, asking the right questions—again and again—is what is sorely needed. In case the right question is not apparent in the moment, then we can ask any of the following three to kick us off:
- What is our intent?
- Why are we doing this?
- What needs to be true in order for us to succeed?
The aim of asking is to learn, not to assign blame or gridlock further progress. Through learning and clarity we can formulate informed action. Rinse and repeat.
### Dispel torpor
URL: https://www.pesec.no/dispel-torpor/
Last updated: 2025-03-04T09:48:49.000Z
Lethargy is the death kneel of an innovation team. Unless immediate corrective action is undertaken failure is all but guaranteed.
## Three latest posts
[Creativity isn’t enoughSome food for thought.Bruno PešecBruno Pešec](https://www.pesec.no/creativity-isnt-enough/)
[Unambiguous expectationsThe continuous cycle of clarification and communication.Bruno PešecBruno Pešec](https://www.pesec.no/unambiguous-expectations/)
[A no-brainerKnow when to stop.Bruno PešecBruno Pešec](https://www.pesec.no/a-no-brainer/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Creativity isn't enough
URL: https://www.pesec.no/creativity-isnt-enough/
Last updated: 2025-03-03T08:00:57.000Z
Innovation demands questioning the status quo. Anyone with a sliver of corporate experience knows that questions aren't always welcomed. Answers sometimes even less so. And that is saying it gently.
But answering questions to lower risk and develop the idea into a valuable product, service, or business is part of the innovators' job. Hence why tenacity and gumption are valuable traits when considering your innovation lead.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-3-march-2025/
Last updated: 2025-12-01T14:29:35.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Innovation Outcomes Part I
Innovation is something new that creates value. To succeed at innovation, in business context, is to create a new product or business that creates value for a long time.
That means that at some point our innovation—be it a product, service, venture or something else—won’t be new any more. In other words, innovation is transient.
Over the next few months I will write about these endings—innovation outcomes—from the perspective of corporate innovation, i.e. success as it looks like in a large organisation investing in innovation.
_This post is for subscribers only._
### Unambiguous expectations
URL: https://www.pesec.no/unambiguous-expectations/
Last updated: 2025-02-27T08:00:42.000Z
By failing to clarify and communicate expectations regarding inputs, activities, outputs, and outcomes we create space for confusion, delays, and conflict—and all of those drive the expenses.
Expectations must be both clear, meaning all sides included have a shared understanding, and communicated, meaning all sides have verbalised them instead of just assumed others would be able to read their mind.
The best time clarify expectations is as early as possible. Second best time is right now. And it is never a bad time to pause for a moment an check-in on existing expectations. Alignment is good.
### A no-brainer
URL: https://www.pesec.no/a-no-brainer/
Last updated: 2025-02-25T08:00:47.000Z
Here is a useful heuristic for deciding if you should do one or more follow-up experiments: If the decision appears "obvious" from the data and insight collected thus far.
## Three latest posts
[Methodological pragmatismThree reasons.Bruno PešecBruno Pešec](https://www.pesec.no/methodological-pragmatism/)
[Innovating ≠ Managing InnovationSimilar but different.Bruno PešecBruno Pešec](https://www.pesec.no/innovating-managing-innovation/)
[Blending caveatMix with care.Bruno PešecBruno Pešec](https://www.pesec.no/blending-caveat/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Methodological pragmatism
URL: https://www.pesec.no/methodological-pragmatism/
Last updated: 2025-02-25T07:17:51.000Z
Assuming a pragmatic stance—i.e. "thinking about solving problems in a practical and sensible way rather than by having fixed ideas and theories"—regarding various innovation methods and tactics is vital for long-term success.
First, all innovation methods and tactics must be in the service of our business, our ambitions, and our strategic objectives. Not the other way around! If we are clear on the aforementioned, then we can be pragmatic about how we achieve them.
Second, standards are important, but that does not mean slavish adherence and mindless compliance. With deep understanding of each implemented standard comes understanding of why behind it as well. Being pragmatic means understanding when the standard must be broken.
Finally, a more pragmatic stance gives us a way out, to take a few steps back and regroup. This in turns gives space to re-evaluate the situation without the burden of following "one true way." Often that is all that it takes to get unstuck and resolve the issue at hand.
### Innovating ≠ Managing Innovation
URL: https://www.pesec.no/innovating-managing-innovation/
Last updated: 2025-02-20T08:00:18.000Z
Innovating at scale and managing innovation at scale are two distinct activities. To confuse them is to waste time, money, and effort.
Although they overlap, each also has challenges unique to it. But most importantly, the latter acts as enabler for the former.
With proper innovation governance and accounting, effective, efficient, and profitable innovation becomes more likely, and thus, more predictable.
That's why any organisation serious about their corporate innovation efforts must ensure to concurrently develop their capability to both innovate and manage innovation.
For the past decade I've been helping business leaders bridge the above gap to unlock innovation potential in their organisations. [Contact](https://www.pesec.no/contact/) me if you too wish to innovate profitably at scale.
### Blending caveat
URL: https://www.pesec.no/blending-caveat/
Last updated: 2025-02-18T08:00:51.000Z
Blending ideas together is perfectly legitimate way to come up with a new idea—as long as one remembers that it is a new idea and not representative collage of its parts.
## Three latest posts
[Three years of Augmented StrategyHave you got your copy yet?Bruno PešecBruno Pešec](https://www.pesec.no/three-years-of-augmented-strategy/)
[In pursuit of insightPerennial quest for understanding.Bruno PešecBruno Pešec](https://www.pesec.no/in-pursuit-of-insight/)
[More than the brainArtistic, practical, experiential…Bruno PešecBruno Pešec](https://www.pesec.no/more-than-the-brain/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*'
### Three years of Augmented Strategy
URL: https://www.pesec.no/three-years-of-augmented-strategy/
Last updated: 2025-02-17T08:00:04.000Z
In 2021 [Dominik Dellermann](https://www.linkedin.com/in/dominikdellermann/?ref=pesec.no) and I joined forces to write a practical guide on combining human intuition with insights from data in order to make better strategic decisions—from capital investments, to entering new markets, to choosing the right portfolio mix, so on and so forth.
The product of our collaboration was the [Augmented Strategy](https://www.pesec.no/augmented-strategy/) book, published in 2022\. We deliberately kept it under 100 pages, so it can be read in one sitting, and packed it with exercises, so it serves as practical and applicable guide. Reviews thus far had been quite positive!
The book is available via [Amazon](https://link.pbsc.no/augmentedstrategybook?ref=pesec.no). Send me an email when you buy it and I'll send you a complimentary digital copy.
### In pursuit of insight
URL: https://www.pesec.no/in-pursuit-of-insight/
Last updated: 2025-02-13T08:00:53.000Z
What is insight?
Longman Dictionary of Contemporary English offers definition most applicable to corporate innovation work:
Insight is *"a sudden clear understanding of something or part of something, especially a complicated situation or idea."*
Insight—increased understanding of matter at hand—is vital for succeeding with innovation.
If we fail to learn from our efforts; if we are unable to deepen our understanding of the customers, operations, and business; and if we are incapable of acting upon new insight, then we leave innovation to nothing but chance.
And those odds are not good.
### More than the brain
URL: https://www.pesec.no/more-than-the-brain/
Last updated: 2025-02-11T08:00:32.000Z
When innovating it is important to engage in myriad of activities and avoid speculation based on nothing but intellectual activities.
## Three latest posts
[Ideas are not your babiesA dangerous metaphor.Bruno PešecBruno Pešec](https://www.pesec.no/ideas-are-not-your-babies/)
[Quickstart: Lean StartupPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-lean-startup/)
[Hold no grudgesDon’t poison yourself.Bruno PešecBruno Pešec](https://www.pesec.no/hold-no-grudges/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Ideas are not your babies
URL: https://www.pesec.no/ideas-are-not-your-babies/
Last updated: 2025-02-10T08:00:34.000Z
Here is horrible piece of advice for corporate innovators: treat your ideas like they were your children.
Sounds good on the surface, right?
Wrong!
Ideas are here to be spent, tortured, discarded, crushed, disassembled for parts, reconfigured at will, made to compete against each other, compared and contrasted, so and so forth.
I surely hope no one treats their children as disposable means towards certain ends!
Innovators absolutely must own their ideas, but they should absolutely not baby them in any way.
### Quickstart: Lean Startup
URL: https://www.pesec.no/quickstart-lean-startup/
Last updated: 2025-02-06T08:00:18.000Z
Lean Startup is a methodology for developing business and products through combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning. Although initially deployed through new ventures, nowadays it has been stripped to parts and is most often used partially within teams.
Here is how to start with it today:
1. Start by watching the *"*[*Lean Startup Fundamentals*](https://www.pesec.no/lean-startup-in-a-nutshell/)*"* (60 minutes) to learn key Lean Startup concepts like pivoting, five principles of entrepreneurship, four stages of innovation, and more.
2. Follow up by reading the *"*[*Lean Startup Fundamentals*](https://www.pesec.no/lean-startup-fundamentals/)*"* to really hone in on the principles, since understanding them is key to adapting the method to your specific use case.
3. Finally, skim [this presentation](https://link.pbsc.no/Advanced-Lean-Startup?ref=pesec.no) and keep it at hand as quick reference for Lean Startup concepts and resources.
Doing the above ought to leave you with some good questions that you should follow-up on!
### Hold no grudges
URL: https://www.pesec.no/hold-no-grudges/
Last updated: 2025-02-04T08:00:58.000Z
Successful innovations build on what came before, so don't harbour ill feelings if you see something similar to your own idea or project or venture. Further, consider that it is quite likely that similarity is coincidental, and even if not, that it might be a signal of upcoming demand.
## Three latest posts
[The roadblock removal cycleThree questions to rule them all.Bruno PešecBruno Pešec](https://www.pesec.no/the-roadblock-removal-cycle/)
[Three simple rules for evaluating innovation initiativesManage innovation more efficiently and effectively.Bruno PešecBruno Pešec](https://www.pesec.no/three-simple-rules-for-evaluating-innovation-initiatives/)
[The guessing gameEducated guess can only take us so far…Bruno PešecBruno Pešec](https://www.pesec.no/the-guessing-game/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The roadblock removal cycle
URL: https://www.pesec.no/the-roadblock-removal-cycle/
Last updated: 2025-02-03T08:33:29.000Z
Have you run into an innovation roadblock?
Then cycle through these three questions until you overcome it:
1. What insight would be most helpful now?
2. How might I develop that insight as quickly as possible?
3. How might I develop that insight as cheaply as possible?
Cycling through above questions help you pinpoint where to begin after you reach an impasse, what is the most important thing to learn at the moment, and how to learn it efficiently.
It is quite likely you will have to go through several rounds of answering your own questions before you successfully overcome the roadblock, hence I why cycling is important.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-2-february-2025/
Last updated: 2025-12-01T14:21:50.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Decision Making under Uncertainty
Process of innovation is about making a number of decisions without sufficient data nor insight. In other words, we are swimming through an ocean of uncertainty almost all the way throughout the process.
The craft of innovation practice is in navigating uncertainty. Here are some thoughts on how to do so at the beginning, throughout, and at the end of any innovation initiative
_This post is for subscribers only._
### Three simple rules for evaluating innovation initiatives
URL: https://www.pesec.no/three-simple-rules-for-evaluating-innovation-initiatives/
Last updated: 2025-01-30T08:00:06.000Z
Three simple rules to follow when evaluating innovative initiatives:
1. **Qualitative analysis first, quantitative second.** Ask simple questions to determine if further analysis is warranted
2. **Filter, then prioritise what remains.** Establish a number of simple filters that will sift the most promising initiatives for you.
3. **If it is good, it will come back.** Don't be afraid to say no. Good things have tendency to pop up again, and again.
Following the above principles will help you avoid waste in your innovation management process by allowing you to focus on initiatives that can create the most value for the organisation.
For a step-by-step, simple process for evaluating ideas and innovation projects, look no further than the [Evaluating Innovation Projects](https://www.pesec.no/evaluating-innovation-projects/) seminar.
### The guessing game
URL: https://www.pesec.no/the-guessing-game/
Last updated: 2025-01-28T08:00:05.000Z
While innovation might start out as a guessing game, it most certainly should not end as one.
## Three latest posts
[PolishA little bit of housekeeping.Bruno PešecBruno Pešec](https://www.pesec.no/polish-2025/)
[Quickstart: Critical ThinkingPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-critical-thinking/)
[Fear no germsBusiness sterility is no path forward.Bruno PešecBruno Pešec](https://www.pesec.no/fear-no-germs/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Polish
URL: https://www.pesec.no/polish-2025/
Last updated: 2025-01-27T07:57:40.000Z
Spent some time updating and polishing old popular blog posts so they are more accessible and easier to use! [*24 most common logical fallacies*](https://www.pesec.no/24-most-common-logical-fallacies/) and [*24 most common cognitive biases*](https://www.pesec.no/24-most-common-cognitive-biases/) now both have clickable table of contents and should be easier to parse. Also cleaned up all dead links. Enjoy!
### Quickstart: Critical Thinking
URL: https://www.pesec.no/quickstart-critical-thinking/
Last updated: 2025-01-23T08:00:39.000Z
Critical thinking is about analysing data and arguments to reach a conclusion or make a decision. In innovation and business context it is most often about making the best possible decision under the circumstances.
One pathway towards becoming a more critical think is becoming aware of numerous logical fallacies and cognitive biases that plague us. Here is how to get started today:
1. Begin by reading *"*[*Improve your thinking to avert bad decisions*](https://www.pesec.no/improve-your-thinking-to-avert-bad-decisions/)*"* to understand four steps for improving decision making skills.
2. Then watch *"*[*Avoid stupid decisions: most common cognitive biases and logical fallacies*](https://www.pesec.no/avoid-stupid-decisions-most-common-cognitive-biases-and-logical-fallacies/)*"* (58 min) to learn more about the sources of bad decisions, ten frequent logical fallacies, ten common cognitive biases, and ways to improve decision making.
3. Finally, study "[24 most common logical fallacies](https://www.pesec.no/24-most-common-logical-fallacies/)" and "[24 most common cognitive biases](https://www.pesec.no/24-most-common-cognitive-biases/)" lists. Pick one logical fallacy and cognitive biases you have experienced recently and reflect on it.
Doing the above will take you two hours and might lead to discovery of something undesirable. On the positive side, it will also make you a more critical thinker.
### Fear no germs
URL: https://www.pesec.no/fear-no-germs/
Last updated: 2025-01-21T08:00:41.000Z
Creating germ-proof, vacuum sealed silos is a great way to exterminate innovation.
## Three latest posts
[One critical thing innovation leaders must doA direct way to maximise your impact with minimum effort.Bruno PešecBruno Pešec](https://www.pesec.no/one-critical-thing-innovation-leaders-must-do/)
[Quickstart: Augmented StrategyPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-augmented-strategy/)
[Jeopardy signalAct before it is too late.Bruno PešecBruno Pešec](https://www.pesec.no/jeopardy-signal/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### One critical thing innovation leaders must do
URL: https://www.pesec.no/one-critical-thing-innovation-leaders-must-do/
Last updated: 2025-01-20T08:00:22.000Z
There is a common misconception that innovation tactics—sometimes also called *innovation vehicles*—like accelerators, incubators, startup partnerships, corporate venturing, and similar, are substitutes for clear innovation objectives and strategy.
That couldn’t be further from the truth. Aforementioned are *means*, not *ends*. Yes, an organisation can benefit from deploying a number of different tactics in order to diversify its risk. But these tactics should be selected based on strategic objectives, not the other way around.
If the leadership absolves responsibility of setting innovation strategy, then they run the risk of having people waste time on ideas that ultimately won’t move the needle for the organisation, nor advance its strategic interests.
[*Read more about *Managing Innovation at Scale**](https://issuu.com/serbianhrcommunity/docs/hrw%5Fmagazine%5F11/54?ref=pesec.no)*.*
### Quickstart: Augmented Strategy
URL: https://www.pesec.no/quickstart-augmented-strategy/
Last updated: 2025-01-16T08:00:20.000Z
The winners of tomorrow will be those that are able to take informed decisions at the right time. Augmented Strategy is all about making better strategic decisions by combining human intuition with insights from data.
Here is how to start augmenting your strategy now:
1. Begin by watching the [live stream recording](https://www.pesec.no/augmented-strategy-live-stream-with-bruno-pesec-and-dominik-dellermann-recording/) (60 minutes) to understand the relationship between speed and quality of decision making and business success.
2. Then read *"*[*How to get the most out of the data you have right now*](https://www.pesec.no/how-to-get-the-most-out-of-the-data-you-have-right-now/)*"* and *"*[*4 decision-critical data sources*](https://www.pesec.no/4-decision-critical-data-sources/)*"* for an inspiration on where and how to look for useful data.
3. Finally, complete the exercises outlined in the *"*[*Augmented Strategy*](https://www.pesec.no/augmented-strategy/)*"* which act as your step-by-step guide for improving your strategy processes with human intuition and data.
Completing the above steps will position you well ahead of majority of your competitors. Of course, to reap the benefits you must do the hard work of implementation.
### Jeopardy signal
URL: https://www.pesec.no/jeopardy-signal/
Last updated: 2025-01-14T08:00:27.000Z
Indifference and apathy among your innovators and innovation teams are a strong signal that the innovation management system is failing and that immediate action is needed.
## Three latest posts
[Innovation requires doingDifference between wishful thinking and innovation.Bruno PešecBruno Pešec](https://www.pesec.no/innovation-requires-doing/)
[On assumptionsThey are not all made equal.Bruno PešecBruno Pešec](https://www.pesec.no/on-assumptions/)
[Jocundity in failureWhen failure doesn’t equate failing.Bruno PešecBruno Pešec](https://www.pesec.no/jocundity-in-failure/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovation requires doing
URL: https://www.pesec.no/innovation-requires-doing/
Last updated: 2025-01-13T08:00:05.000Z
"I already thought of that."
Great! But did you do it?
No?
Then go sulk somewhere else!
I am sure we have all met at least one person in our life whom commented a variation of the above on some innovative product or service.
Having an idea is just a small part of innovation, and yet it receives so much attention. We cannot simply will ideas into reality.
Innovation—creating something new that creates value—requires doing; getting hands dirty; taking action.
Without action all innovative ideas are nothing but wishful thinking.
### On assumptions
URL: https://www.pesec.no/on-assumptions/
Last updated: 2025-01-09T08:00:47.000Z
All educated guesses are assumptions; but not all assumptions are educated guesses. The former are grounded in observations, thoughts, experiences, mental experiments, and envisioned outcomes. They are a sound base for taking further action, be it investigation or implementation.
### Jocundity in failure
URL: https://www.pesec.no/jocundity-in-failure/
Last updated: 2025-01-07T08:00:15.000Z
Learning that something isn't as we hoped it to be can be disappointing in the moment, but ultimately, it is better to learn that sooner rather than later since doing so saves us time and effort.
## Three latest posts
[Outputs and outcomes of innovation experimentationValidated learning and evidence-based decision making.Bruno PešecBruno Pešec](https://www.pesec.no/outputs-and-outcomes-of-innovation-experimentation/)
[Quickstart: Innovation experimentationPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-experimentation/)
[Jargonic obfuscationSpeak to be understood.Bruno PešecBruno Pešec](https://www.pesec.no/jargonic-obfuscation/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Outputs and outcomes of innovation experimentation
URL: https://www.pesec.no/outputs-and-outcomes-of-innovation-experimentation/
Last updated: 2025-01-06T08:00:13.000Z
Last week I shared a quickstart guide on [innovation experimentation](https://www.pesec.no/quickstart-innovation-experimentation/). Today I want to share what are the expected outputs and outcome from each and every business experiment.
Outputs from a business experiment are:
- [Validated learning](https://www.pesec.no/lean-startup-fundamentals/#3-validated-learning).
- [Trustworthy data and insights](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/).
- [Context and limitations of above data and insights](https://www.pesec.no/on-learning-from-lean-experiments/).
Outcome from a business experiment is:
- [An informed and evidence-backed decision about next action](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/#step-10-decide-about-next-steps).
As a parting thought, I offer a warning regarding haphazard use of artificial intelligence and large language models as research and experimentation substitute.
One must be careful with data sources that seem correct and sound confident, but turn out to be mostly wrong upon closer scrutiny, since they give an illusion of trustworthiness.
To build on them is to build on a rotten foundation—except we are not even aware of it.
### Quickstart: Innovation experimentation
URL: https://www.pesec.no/quickstart-innovation-experimentation/
Last updated: 2025-01-02T08:00:13.000Z
Business experimentation is a great way to de-risk innovative projects and ventures. It offers us a way to systematically test our assumptions, generate trustworthy insights, and make better decisions.
Here is how to start right now:
1. Begin by reading *"*[*On learning from Lean Experiments*](https://www.pesec.no/on-learning-from-lean-experiments/)*"* to understand how conducting good experiments helps you make better decisions and create long-term value for the organisation.
2. Next, read *"*[*What do you need to learn?*](https://www.pesec.no/what-do-you-need-to-learn/)*"*, which is a fundamental question behind any well thought out experiment.
3. Finally, follow the *"*[*Step-by-step guide for designing Lean Experiments*](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/)*"* with a printed [Lean Experiment Canvas](https://www.pesec.no/lean-experiment-canvas/) to design your very first innovation experiment.
Designing and running experiments is a practice that takes some training. Following the above steps will guide you through the whole process, which might be scary and arduous at first, but should be quite quick once you've ran three to five experiments on your own. Happy learning!
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-4-issue-1-january-2025/
Last updated: 2025-12-01T14:19:25.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Good Starts
Modern business language is full of "closing," "ending," "finishing," "defining done," so on and so forth. And while completing or abandoning work is important, I find it more appropriate to write about starting—given that this will be the first newsletter of the year.
Common advice is to "just start." After all, once something is on the way, as everyday wisdom goes, then it is much easier to continue. Truthfulness of that mostly depends on what you consider "starting."
_This post is for subscribers only._
### Jargonic obfuscation
URL: https://www.pesec.no/jargonic-obfuscation/
Last updated: 2024-12-31T07:55:27.000Z
There is beauty and elegance in ability to express oneself without the crutches of jargon.
## Three latest posts
[Blog review 2024Best posts on innovation, strategy, and growth.Bruno PešecBruno Pešec](https://www.pesec.no/blog-review-2024/)
[Best of LinkedInSix posts that rocked LinkedIn.Bruno PešecBruno Pešec](https://www.pesec.no/best-of-linkedin-2024/)
[Season’s greetingsRelentless focus.Bruno PešecBruno Pešec](https://www.pesec.no/seasons-greetings-2024/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Blog review 2024
URL: https://www.pesec.no/blog-review-2024/
Last updated: 2024-12-30T07:55:30.000Z
It's *this* time of the year again. When I sit down in silence and count everything I've published throughout the year, and then look a bit at analytics. I'm always surprised when the time comes; not so much that year ended but as much how quickly it ended. If that is not a reminder to be careful with what little time we have, I do not know what is.
Existential ruminations aside, in 2024 I have published 195 blog posts. I find that particularly interesting because that makes this the most productive blogging year I've had since I begun tracking numbers in [2020](https://www.pesec.no/blog-review-2020/). At the same time, I felt like I haven't written that much more... Which is exactly why annual review is helpful to put things into perspective.
Let's dig into numbers.
Top three topics remain [innovation](https://www.pesec.no/tag/innovation/) (511 articles), [strategy](https://www.pesec.no/tag/strategy/) (340 articles), and [leadership](https://www.pesec.no/tag/leadership/) (239 articles). Besides blogging, this year also published a good deal of video content:
- 42 episodes of [The Puzzle Podcast](https://www.pesec.no/tag/puzzle/) with [Isaak Tsalicoglou](https://www.pesec.no/author/overbring/). In each episode we address a difficult business question for ten minutes. Of course, we do so while speaking from personal, first-hand experience, and with emphasis on the practical and applicable matters.
- 25 episodes of [Wednesday Innovation Q&A with Bruno](https://www.pesec.no/tag/q-a/). In each episode I address a specific question from practice. Although each question comes from a specific individual, I always strive to provide an answer with broad applicability.
Further, my articles have been published in various outlets: [*Viable Innovation Teams*](https://www.pesec.no/the-innovators-handbook-2024/) (The Innovator's Handbook 2024), [*Managing innovation at scale*](https://www.pesec.no/managing-innovation-at-scale/) (HR World Magazine), [*The value factory: Five ways to supercharge your innovation process using lean practices*](https://www.pesec.no/the-value-factory/) (theleanmag), and [*Using Games and Simulations to Facilitate Generative Conflict*](https://www.pesec.no/using-games-and-simulations-to-facilitate-generative-conflict/) (Challenging the Future with Lean, Springer).
Below are top five posts based on number of page views, featuring some familiar titles, followed by five personal favourites from this year.
## Top 5 posts in 2024—based on number of views
Shocking! [*Eight Principles of SMED*](https://www.pesec.no/eight-principles-of-smed/) drops off top five!
### #1 24 most common logical fallacies
[24 most common logical fallaciesSchool of Thought did an amazing job describing some of the most common logical fallacies in plain English. Study them and improve your thinking.Bruno PešecBruno Pešec](https://www.pesec.no/24-most-common-logical-fallacies/)
No change on the number one spot. Almost 70% of total site visits goes here. Critical thinking is important.
### #2 Best Norwegian snacks
[Best Norwegian snacksEnjoy responsibly!Bruno PešecBruno Pešec](https://www.pesec.no/best-norwegian-snacks/)
Who cares about innovation when one can have snacks, right?
### #3 24 most common cognitive biases
[24 most common cognitive biasesSchool of Thought did an amazing job describing some of the most common cognitive biases in plain English. Study them and improve your decisions.Bruno PešecBruno Pešec](https://www.pesec.no/24-most-common-cognitive-biases/)
As with fallacies, I hope the readers are leveraging this post to [avoid poor decisions](https://www.pesec.no/improve-your-thinking-to-avert-bad-decisions/) as much as possible.
### #4 Step-by-step guide for designing Lean Experiments
[Step-by-step guide for designing Lean ExperimentsDesigning sound experiments is critical to creating valid and reusable knowledge. This guide will help you achieve that.Bruno PešecBruno Pešec](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/)
This detailed guide remains a hit with accelerators, businesses, and universities. So happy!
### #5 The Business Model Canvas Explained
[The Business Model Canvas ExplainedDon’t use it as a wallpaper, and accept that almost everything you put into the canvas has some degree of uncertainty.Bruno PešecBruno Pešec](https://www.pesec.no/the-business-model-canvas-explained/)
A newcomer to the top five list! And a tool for innovation at that! Let's see if it sticks through 2025.
###
## Top 5 posts in 2024—my personal favourites
With so many to choose from, selecting top five personal picks was quite a challenge!
### #1 Systems and superstars
[Systems and superstars IIPutting things into a perspective.Bruno PešecBruno Pešec](https://www.pesec.no/systems-and-superstars-ii/)
In this article I paint a picture of why organisation's long-term success with innovation hinges on its ability to continuously gets better at innovation by investing in *all* innovators, instead of "just" high-performers.
### #2 Opportune opposing opinions
[Opportune opposing opinionsDevil’s advocate done right.Bruno PešecBruno Pešec](https://www.pesec.no/opportune-opposing-opinions/)
The title still makes me giggle. Who doesn't like alliteration? Poetry aside, ability to respectfully disagree is pivotal for developing truly innovative projects and ventures.
### #3 The power of innovation filters
[The power of innovation filtersFour innovation filters you ought to implement right now.Bruno PešecBruno Pešec](https://www.pesec.no/the-power-of-innovation-filters/)
Great innovation system ensures only the right ideas end up in front of the right people. That can be achieved through disciplined use of well defined filters.
### #4 Innovating without limits
[Innovating without limitsHave no fearBruno PešecBruno Pešec](https://www.pesec.no/innovating-without-limits/)
Patterns, constraints, and rifts—three things to scan for when exploring broad opportunity spaces.
### #5 Kayfabe
[KayfabeIntentionally unreal.Bruno PešecBruno Pešec](https://www.pesec.no/kayfabe/)
When leaders inhale too much of their own exhaust gases then things tend to go to badly. For everyone.
## What will I write about in 2025?
Regular programming will continue in the form of blogging, Bruno Unfiltered™ and The Innovator's Attitude™ newsletters, and regular commentary on [LinkedIn](https://www.linkedin.com/in/pesec/?ref=pesec.no). Besides that, most of my writing time will go to finishing the doctoral thesis.
[Subscribe](https://www.pesec.no/#/portal/signup) to stay informed. Don't hesitate to write to me with any questions, feedback, or comments.
### Best of LinkedIn
URL: https://www.pesec.no/best-of-linkedin-2024/
Last updated: 2024-12-27T08:59:29.000Z
Another year of posting on [LinkedIn](https://www.linkedin.com/in/pesec/?ref=pesec.no) comes to an end!
It's always interesting to look back and see what resonated the most with professionals hanging out there:
1. [Managing innovation at scale](https://www.linkedin.com/feed/update/urn:li:activity:7198215884006404096/?ref=pesec.no)
2. [My incredible winter humour](https://www.linkedin.com/feed/update/urn:li:activity:7153367435876659200/?ref=pesec.no)
3. [What is innovation?!](https://www.linkedin.com/feed/update/urn:li:activity:7171051968336015360?ref=pesec.no)
4. [My incredible wisdom](https://www.linkedin.com/feed/update/urn:li:activity:7158039081774374912/?ref=pesec.no)
5. ["Leaders don't support innovation, help!"](https://www.linkedin.com/feed/update/urn:li:activity:7176125363020853248/?ref=pesec.no)
6. [Filtering before prioritising](https://www.linkedin.com/feed/update/urn:li:activity:7155154030543974400/?ref=pesec.no)
Connect with me [there](https://www.linkedin.com/in/pesec/?ref=pesec.no) for even more incredible wisdom coming in 2025!
### Season's greetings
URL: https://www.pesec.no/seasons-greetings-2024/
Last updated: 2024-12-24T07:55:44.000Z
I wish you a very happy holiday season and best wishes for the New Year!
May you make your next year the most focused to date!
## Three latest posts
[Quickstart: Innovation teamsPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-teams/)
[On keeping recordsDocument, document, document.Bruno PešecBruno Pešec](https://www.pesec.no/on-keeping-records/)
[Dead endsA welcome impasse.Bruno PešecBruno Pešec](https://www.pesec.no/dead-ends/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Innovation teams
URL: https://www.pesec.no/quickstart-innovation-teams/
Last updated: 2024-12-23T07:55:37.000Z
Innovation teams are one of the fundamental building blocks of any corporate innovation system. Unfortunately, most of the time they are an afterthought or coalesce without much care about what really matters.
Here is how to establish strong innovation teams:
1. Start by reading *"*[*On viable innovation teams*](https://www.pesec.no/on-viable-innovation-teams/)*"* to understand what are the key elements for any innovation team.
2. Then study *"*[*Viable Innovation Teams*](https://innov8rs.co/news/viable-innovation-teams/?ref=pesec.no)*"*, a step-by-step process for establishing a viable innovation team.
3. Lastly, read *"*[*How to hold innovation teams accountable*](https://www.pesec.no/how-to-hold-innovation-teams-accountable/)*"* in order to establish the right measurements and expectations.
Following the above will help you significantly improve the quality of your innovation teams, and consequently, the odds of succeeding with innovation.
### On keeping records
URL: https://www.pesec.no/on-keeping-records/
Last updated: 2024-12-19T07:55:08.000Z
A good number of innovation projects will fail. But that doesn't have to mean time, effort, and resources in them go wasted. That's why it is important to keep solid records of insights and learnings from the project. That way, even a failed project can generate value in the future, be it by allowing us to avoid past mistakes, or build on some kernel of insight that is now more valuable than before.
### Dead ends
URL: https://www.pesec.no/dead-ends/
Last updated: 2024-12-17T07:55:08.000Z
In innovation dead ends are blessings in disguise for they allow you to focus your efforts on other routes.
## Three latest posts
[Quickstart: Profitable innovationPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-profitable-innovation/)
[Differences that make the differenceAn eye for details.Bruno PešecBruno Pešec](https://www.pesec.no/differences-that-make-the-difference/)
[Distinctive distinguishmentTake care not to muddy the water.Bruno PešecBruno Pešec](https://www.pesec.no/distinctive-distinguishment/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Profitable innovation
URL: https://www.pesec.no/quickstart-profitable-innovation/
Last updated: 2024-12-16T07:55:35.000Z
The ultimate goal of corporate innovation is to deliver superior value to customers whilst creating superior results for the organisation. Thus, profitable innovation is key.
Here is how to start right now:
1. First watch "[*Three keys for profitable innovation*](https://www.pesec.no/three-keys-for-profitable-innovation/)" (35 min) to learn more about doing innovation efficiently, managing innovation effectively, and changing organisation appropriately.
2. Then [read](https://www.pesec.no/9-big-donts-of-corporate-innovation/) or [watch](https://www.pesec.no/nine-big-donts-of-corporate-innovation/) *"9 Big Don'ts of Corporate Innovation"* and take notes to ensure you avoid costliest innovation mistakes.
3. Finally, think about where would you like to act first—on board, portfolio, or strategy level—and then follow the appropriate [*quickstart*](https://www.pesec.no/tag/quickstart/).
Why leave success to randomness?
### Differences that make the difference
URL: https://www.pesec.no/differences-that-make-the-difference/
Last updated: 2024-12-12T07:55:10.000Z
Two areas to focus on for repeating past success and avoiding past failure:
- Differences between planned and actual actions.
- Differences between expected and actual outcomes.
Understanding the *why* and *how* behind these differences is key to either repeating or avoiding them.
### Distinctive distinguishment
URL: https://www.pesec.no/distinctive-distinguishment/
Last updated: 2024-12-10T07:55:31.000Z
When categorising customers, initiatives, projects—anything really—make sure that categories are both useful and distinctive. Otherwise you are just wasting future time.
## Three latest posts
[Quickstart: Strategic growthPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-strategic-growth/)
[Attitude mattersSummaries of The Innovator’s Attitude™ 2024 issues.Bruno PešecBruno Pešec](https://www.pesec.no/attitude-matters/)
[DrudgeryTenacity needed.Bruno PešecBruno Pešec](https://www.pesec.no/drudgery/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Strategic growth
URL: https://www.pesec.no/quickstart-strategic-growth/
Last updated: 2024-12-09T07:55:15.000Z
Strategic growth is about pursuing business growth that is meaningful to the organisation, aligned with its overall direction, focused on specific markets and activities, and profitable.
Here is how to start right now:
1. First watch or listen *"*[*How to grow organically?*](https://www.pesec.no/the-puzzle-ep3/)*"* (15 min) to learn the crucial difference between the *capital G* Growth and *lowercase g* growth.
2. Next, read *"*[*How to find growth opportunities in your organisation*](https://www.pesec.no/how-to-find-growth-opportunities-in-your-organisation/)*"* and *"*[*The Four Growth Arenas*](https://www.pesec.no/the-four-growth-arenas/)*"* to understand how key strategic gaps and plentiful opportunities hiding in them, as well as four generic growth arenas to capitalise on the the identified opportunities.
3. Finally, watch *"*[*Demystifying strategic growth*](https://www.pesec.no/demystifying-strategic-growth/)*"* (40 min) to learn how to identify growth possibilities and strategic choices to exploit them.
Going through above three steps will take you approximately two hours (assuming you take notes as suggested), and will prepare you to run your own growth workshop.
### Attitude matters
URL: https://www.pesec.no/attitude-matters/
Last updated: 2024-12-05T07:50:52.000Z
Innovation is fundamentally a humane activity, thus we must pay attention to attitudes, behaviours, relationships and more. These are exactly the kinds of topics I focus on in the [*The Innovator's Attitude*](https://www.pesec.no/innovators-attitude-newsletter-archive/)™ monthly newsletter.
Throughout 2024 I addressed:
- [**Issue 1, January: On Time**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-1-january-2024/). You have just six big moves per year. What will they be?
- [**Issue 2, February: One Target, Many Tactics**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-2-february-2024/). On importance of clear objectives and flexibility in achieving them.
- [**Issue 3, March: Many Ideas, One Portfolio**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-3-march-2024/). Three tips for managing innovation portfolio.
- [**Issue 4, April: One System, Few Roles**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-4-april-2024/). Three layers of innovation management system.
- [**Issue 5, May: Five ways to supercharge your innovation process using lean practices**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-5-may-2024/). I spotlight five specific lean practices and how they can be leveraged to innovate better.
- [**Issue 6, June: On Learning and Sharing**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-6-june-2024/). A sneak peek on my latest project.
- [**Issue 7, July: On Wonder and Inquiry**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-7-july-2024/). What would you like to know about innovation?
- [**Issue 8, August: On Known and Unknown Unknowns**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-8-august-2024/). On the dangers of getting out of the building.
- [**Issue 9, September: On Killing Ideas**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-9-september-2024). How to balance ego and succeeding with innovation?
- [**Issue 10, September: On Understanding it Takes Time**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-10-october-2024/). Developing innovation capabilities demands patience for sustained practice.
- [**Issue 11, November: On Perfecting the Craft**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-11-november-2024/). Personal reflections on improvement written between two training sessions.
- [**Issue 12, December: On Feedback**](https://www.pesec.no/the-innovators-attitude-volume-3-issue-12-december-2024/). Receiving and giving feedback are distinct skill sets that can be improved with deliberate practice.
*The Innovator's Attitude*™ newsletter is published on the first of every month. It is freely available, alongside many other strategy and innovation [resources](https://www.pesec.no/resources/), to the [subscribers](#/portal/signup).
### Drudgery
URL: https://www.pesec.no/drudgery/
Last updated: 2024-12-03T07:49:59.000Z
Have no illusions—even innovative and creative work can be arduous and monotonous.
## Three latest posts
[Quickstart: Innovation boardsPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-boards/)
[Always be learningContinuous erudition.Bruno PešecBruno Pešec](https://www.pesec.no/always-be-learning/)
[RefrigerationWatch out for the freezer burns.Bruno PešecBruno Pešec](https://www.pesec.no/refrigeration/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Innovation boards
URL: https://www.pesec.no/quickstart-innovation-boards/
Last updated: 2024-12-02T07:55:19.000Z
Innovation boards, sometimes also called venture or growth boards, are special-purpose governing bodies with mandate to invest into innovative projects and ventures.
Here is how to start right now:
1. First read *"*[*Getting started with an Innovation Board*](https://www.pesec.no/getting-started-with-an-innovation-board/)*"* to understand what is needed to establish and operate an innovation board.
2. Then watch *"*[*How to run effective corporate venture boards*](https://www.pesec.no/how-to-run-effective-corporate-venture-boards/)*"* (40 minutes) to learn who should be on the board, what is their key task, mistakes to avoid, and questions the board should consider during evaluation.
3. Lastly, read *"*[*The 9 Mistakes Venture Boards Make*](https://innovationaccountingbook.com/blog/the-9-mistakes-venture-boards-make/?ref=pesec.no)*"* by Dan Toma and make note of all mistakes listed so you can avoid them. Learning from other peoples mistakes and all that.
Above is a two hour investment that will pay the dividends—even if you never establish an innovation board and just use the insight I shared to improve your current decision making regarding innovative projects and ventures.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-12-december-2024/
Last updated: 2024-12-02T08:19:05.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Feedback
Receiving, interpreting, and acting upon feedback is critical for both personal and business growth. Consequently, formulating, expressing, and giving feedback is critical for both personal and business growth
Now, there is something important to understand, and I cannot emphasise it enough. Both giving and receiving feedback are skills! In fact, they are distinct set of skills, albeit with some overlap.
Yes, one can practice how to take feedback better, as well as how to give feedback better.
“Better?” you might wonder.
_This post is for subscribers only._
### Always be learning
URL: https://www.pesec.no/always-be-learning/
Last updated: 2024-12-02T07:37:50.000Z
Expanding mind is an open mind. Being continuously exposed to new thinking as well as challenged in our own thinking does wonders to our ability to see things before others do.
In this day and age there are nearly infinite opportunities for learning—listening to audio-books, reading actual books and research papers, attending conferences and workshops, exchanging experiences in peer circles, having conversations on online fora.
Of course, learning is about application as much as it is about consumption, so we have to make sure to be as active as possible throughout the whole process. After all, the more we personally experience, the better we understand the world around us.
### Refrigeration
URL: https://www.pesec.no/refrigeration/
Last updated: 2024-11-26T07:50:02.000Z
Freezing ideas is fine as long as you accept that world will change by the time they thaw.
## Three latest posts
[Quickstart: Innovation strategyPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-strategy/)
[On killing ideasDo it early; do it often; do it with care.Bruno PešecBruno Pešec](https://www.pesec.no/on-killing-ideas/)
[ReciprocityValue for everyone.Bruno PešecBruno Pešec](https://www.pesec.no/reciprocity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Innovation strategy
URL: https://www.pesec.no/quickstart-innovation-strategy/
Last updated: 2024-11-25T07:50:29.000Z
Aligning innovation efforts throughout and with the organisation is paramount to prevent excessive waste and ensure attractive returns.
Having a clear innovation strategy is one way to achieve so.
Here is how to start right now:
1. Read *"*[*The elusive innovation strategy*](https://www.pesec.no/the-elusive-innovation-strategy/)*"* to determine if you need an innovation strategy at all or if you'd be better off focusing on specifying innovation targets instead.
2. Next answer the questions outlined in the *"*[*How to develop an innovation strategy*](https://www.pesec.no/how-to-develop-an-innovation-strategy/)*"* and document them on three pages: first page for ambition, targets, rationale, second for innovation posteriorities, and third for innovation prirorities.
3. Then read *"*[*How to introduce an innovation strategy into your company*](https://www.pesec.no/how-to-introduce-an-innovation-strategy-into-your-company/)*"* to prepare for implementing your innovation strategy.
Doing the above will resource you enough to run your first innovation strategy workshop. Remember—it is an iterative process!
### On killing ideas
URL: https://www.pesec.no/on-killing-ideas/
Last updated: 2024-11-21T07:50:25.000Z
Terminating ideas mercilessly works best when (1) stopping and success criteria are determined in advance, (2) all persons involved are treated with respect and all criticism is targeted at the idea, with understanding that having a bit of ego included within it is inevitable, and (3) there is a system in place that allows ideas to freely flow into it, as long as they meet predefined investment criteria.
### Reciprocity
URL: https://www.pesec.no/reciprocity/
Last updated: 2024-11-19T07:55:46.000Z
How do you reward and incentivise your innovators?
## Three latest posts
[Quickstart: Innovation portfolio managementPractical guidance for busy professionals.Bruno PešecBruno Pešec](https://www.pesec.no/quickstart-innovation-portfolio-management/)
[Corporate innovation in 2025Your inputs would be most appreciated.Bruno PešecBruno Pešec](https://www.pesec.no/corporate-innovation-in-2025/)
[ReusabilityIgnore at your own peril.Bruno PešecBruno Pešec](https://www.pesec.no/reusability/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Quickstart: Innovation portfolio management
URL: https://www.pesec.no/quickstart-innovation-portfolio-management/
Last updated: 2024-11-18T07:50:31.000Z
Managing your innovation portfolio is vital for profitable corporate innovation.
Here is how to start right now:
1. Start with reading *"*[*Making sense of innovation pipelines, funnels, and portfolios*](https://www.pesec.no/making-sense-of-innovation-pipelines-funnels-and-portfolios/)*"* to understand why portfolio view is different from other approaches to innovation management.
2. Then follow the steps outlined in *"*[*Create your own innovation portfolio in three simple steps*](https://www.pesec.no/create-your-own-innovation-portfolio-in-three-simple-steps/)*"* to sketch your first innovation portfolio, or update the existing one.
3. Finally, reference "[Ways of Mapping Your Innovation Portfolio](https://thecorporatestartupbook.com/blog/ways-of-mapping-your-innovation-portfolio/?ref=pesec.no)" by Dan Toma for inspiration on different metrics and indicators to present in your portfolio.
There is of course much more to managing innovation portfolios, but above is sufficient to workshop your first innovation portfolio and develop a sense what ought to be done next.
### Corporate innovation in 2025
URL: https://www.pesec.no/corporate-innovation-in-2025/
Last updated: 2024-11-14T07:55:21.000Z
I've been publishing blog posts, articles, webinars, and podcasts on corporate innovation since 2018\.
Close to a thousand pieces, all focused on practical application of corporate innovation practices, as well as pushing the boundary on some less explored facets like innovation management and innovation accounting.
Although I usually write about what troubles leaders and professionals I work with in large enterprises, I'm always looking to contribute even more.
Hence, a question for you dear reader:
What would you like to read, listen, or watch about corporate innovation next year? What troubles you the most? What skills would you like to develop? What do you find most difficult with corporate innovation?
### Reusability
URL: https://www.pesec.no/reusability/
Last updated: 2024-11-12T07:55:04.000Z
Creating reusable knowledge through innovation and experimentation is one of the easiest ways of creating organisational value.
## Three latest posts
[What to do when growth stalls?Pause and study new ways of seeing.Bruno PešecBruno Pešec](https://www.pesec.no/what-to-do-when-growth-stalls/)
[Don’t lose your coolTake your future in your own hands.Bruno PešecBruno Pešec](https://www.pesec.no/dont-lose-your-cool/)
[Jousting tournamentsAn inappropriate analogue.Bruno PešecBruno Pešec](https://www.pesec.no/jousting-tournaments/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### What to do when growth stalls?
URL: https://www.pesec.no/what-to-do-when-growth-stalls/
Last updated: 2024-11-11T07:55:48.000Z
Take two hours to learn more about:
1. [your strategy gaps and plentiful opportunities hiding in them](https://www.pesec.no/how-to-find-growth-opportunities-in-your-organisation/),
2. [four generic growth arenas to capitalise on the the identified opportunities](https://www.pesec.no/the-four-growth-arenas/), and
3. [how to drive strategic growth.](https://www.pesec.no/demystifying-strategic-growth/)
This will allow you to see strategic growth opportunities you might've overlooked, as well as give you new ideas on how to capitalise and benefit from these opportunities.
### Don't lose your cool
URL: https://www.pesec.no/dont-lose-your-cool/
Last updated: 2024-11-07T07:55:38.000Z
When going gets tough is not a time to lose head and freeze.
When crisis and turbulent times come it is important to remain as calm as possible, at least in the initial moments of shock, because this allows for better decisions.
Do note that I'm not saying that you must be slow and deliberate for so long you go out of business.
Rather, it is about refusing to be swayed and overwhelmed by strong emotions and react by ignorance or blind panic.
Neither of those two are good for the business.
Nor for you.
### Jousting tournaments
URL: https://www.pesec.no/jousting-tournaments/
Last updated: 2024-11-05T08:01:50.000Z
I imagine it was quite entertaining to watch two mounted knights in heavy armour goring each other with lances. Horrible imagery for innovation though. Innovation teams should innovate, not entertain people in some "tournament."
## Three latest posts
[Five questions for your innovative ideaRemember—an idea is more than a product!Bruno PešecBruno Pešec](https://www.pesec.no/five-questions-for-your-innovative-idea/)
[Develop your peopleOn importance of doing the work of leadership.Bruno PešecBruno Pešec](https://www.pesec.no/develop-your-people/)
[Juncture pointsHave the courage to trust your judgement.Bruno PešecBruno Pešec](https://www.pesec.no/juncture-points/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Five questions for your innovative idea
URL: https://www.pesec.no/five-questions-for-your-innovative-idea/
Last updated: 2024-11-04T07:55:20.000Z
An idea is much more than just a product or service.
It should include, in addition to products and services:
- How are you going to make them?
- How are you going to deliver them?
- How are you going to talk about them?
- How are you going to profit from them?
- What are going to be the principal cost drivers?
Answering above leads to many other questions that also ought to be answered.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-11-november-2024/
Last updated: 2024-12-02T08:17:19.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Perfecting the Craft
Experts are people who devote their lives to perfecting a specific craft. They take the time and are willing to pay the price of becoming better.
For the past two weeks I have been getting beaten up in Japan at a martial arts seminar led by the grandmaster of the federation I am part of. Rest assured, my participation is voluntary. :)
First few days were with many people from all over the world, whom had arrived to learn a specific style (“ryu ha”). On the morning of the first day we were taught twelve patterns, and after lunch all the black belts had their dan tests (“dan” is any black belt rank). I was “uke” (partner or assistant) to my sensei, whom had been grading for “godan” (fifth “dan”).
_This post is for subscribers only._
### Develop your people
URL: https://www.pesec.no/develop-your-people/
Last updated: 2024-10-31T07:55:20.000Z
Leaders are responsible for developing their people. Investing in their development is one of the best returns they can get on their own time invested.
Giving thoughtful feedback is an indispensable part of development because no system can get better without it.
Think about this way: if you do something and then don’t think about it, don’t know how it went, don’t know the results, don’t know the consequences, then you don’t know if you should do it again or not. There is no change, no improvement, no development.
Keyword is *thoughtful* feedback, which requires the leader to think themselves instead of just dumping observations and whatever is their top of mind on the person receiving the feedback.
After all, leadership is *work*.
### Juncture points
URL: https://www.pesec.no/juncture-points/
Last updated: 2024-10-29T07:54:59.000Z
Once a critical crossroad has been encountered and when there is no return, no amount of analysis can ensure the perfect outcome. It is a judgement call. Leverage what you know and act.
## Three latest posts
[Innovator’s first stepEssential questions to answer.Bruno PešecBruno Pešec](https://www.pesec.no/innovators-first-step/)
[Against ambiguityEradicate double-speak from your business.Bruno PešecBruno Pešec](https://www.pesec.no/against-ambiguity/)
[Jolty linesEmbrace the squiggle.Bruno PešecBruno Pešec](https://www.pesec.no/jolty-lines/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovator's first step
URL: https://www.pesec.no/innovators-first-step/
Last updated: 2024-10-28T07:55:08.000Z
If innovator's idea is about providing a better drill to dentists, then their step number one should not be designing a new drill, patenting it, sourcing, manufacturing, and then trying to find dentists to buy it.
No, their step number one is figuring out the following:
- How do dentists use drills?
- What are their frustrations with the drills they use?
- What do they enjoy about the drills they use?
- What criteria do they look at?
- What does the buying process look like?
- Is the dentist doing the buying, or is it some procurement doing the buying, or is it the head of the office doing the buying?
That’s it.
That’s everything an innovator needs to do, starting out.
Skipping this critical first step makes later failure much, much more expensive.
### Against ambiguity
URL: https://www.pesec.no/against-ambiguity/
Last updated: 2024-10-24T06:55:19.000Z
When it comes to managing innovation in large enterprises there is much to be gained by reducing [ambiguity](https://www.pesec.no/24-most-common-logical-fallacies/#ambiguity). For example, collaboration between innovation teams and other functions can be greatly improved by having a clear, shared definition of what innovation is, and what are the expected outputs from the innovation process.
Ambiguity should not be mixed-up with uncertainty. After all, most innovation processes are about systematically reducing the later whilst creating value for all involved stakeholders. On the other hand, the former just muddies the water, makes working together slower and costlier, and often results in additional "failure" work.
In other words, ambiguity in business most certainly has a [tangible cost](https://www.pesec.no/the-price-of-ambiguity/). Luckily, you can prevent them with a little bit of forethought and work.
### Jolty lines
URL: https://www.pesec.no/jolty-lines/
Last updated: 2024-10-22T06:55:43.000Z
In retrospect all kinds of curvy and jagged lines might seem straight. To accept that is to ignore all the learning along the path.
## Three latest posts
[Multi-million flukesOne club you should most certainly not aspire to join.Bruno PešecBruno Pešec](https://www.pesec.no/multi-million-flukes/)
[Better data, better strategySmall changes, big differences.Bruno PešecBruno Pešec](https://www.pesec.no/better-data-better-strategy/)
[AllograftyNot as easy as it seems.Bruno PešecBruno Pešec](https://www.pesec.no/allografty/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Multi-million flukes
URL: https://www.pesec.no/multi-million-flukes/
Last updated: 2024-10-21T06:55:58.000Z
What's better than multi-million euro bets on under-cooked ideas based on wishful thinking?
(Besides throwing that money in the furnace instead, that is.)
Investing in a [total alignment](https://www.pesec.no/getting-started-with-an-innovation-board/) of innovation vehicles and capabilities with organisation's strategy and objectives and then investing in a [portfolio of ideas](https://www.pesec.no/create-your-own-innovation-portfolio-in-three-simple-steps/) that are relevant to the business.
### Better data, better strategy
URL: https://www.pesec.no/better-data-better-strategy/
Last updated: 2024-10-17T10:44:13.000Z
If [strategy](https://www.pesec.no/the-elusive-innovation-strategy/#defining-strategy) is a set of informed choices about overcoming a high-stakes challenge, then it stands to reason that one way of ensuring better strategy is to improve the quality of inputs.
In [Augmented Strategy](https://www.pesec.no/augmented-strategy/), [Dr. Dellermann](https://www.linkedin.com/in/dominikdellermann?ref=pesec.no) and I identify the four most important data sources for strategy. First we have two internal data sources: expert knowledge and operational data. Then we have two external data sources: customer experience and ecosystem data.
Expert knowledge and customer experience also serve as leading indicators, or rather, can be the source of early signals of forthcoming change. Operational and ecosystem data are lagging indicators, telling us what had happened.
Leveraging these data sources will allow you to make better informed decisions and assumptions, hence improving the overall quality of your strategic choices.
Best of all? All this data is already available to you. You just need to reach for it.
Curious to learn how to make better strategic decisions by combining human intuition with insights from data? Then read the [****Augmented Strategy**](https://www.pesec.no/augmented-strategy/) book.
### Allografty
URL: https://www.pesec.no/allografty/
Last updated: 2024-10-15T06:55:31.000Z
Allotransplantation—transplanting organs from one person to the other—often require the recipient to take immunosuppression drugs in order to successfully accept new organ. Something to remember next time you attempt to transplant ventures and teams.
## Three latest posts
[Forty-two puzzle piecesOur podcast is now one year old! 🥳Bruno PešecBruno Pešec](https://www.pesec.no/forty-two-puzzle-pieces/)
[No thinking, no learningA short-term shortcut.Bruno PešecBruno Pešec](https://www.pesec.no/no-thinking-no-learning/)
[Time for assiduityNeither too late, nor too early, but just right.Bruno PešecBruno Pešec](https://www.pesec.no/time-for-assiduity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Forty-two puzzle pieces
URL: https://www.pesec.no/forty-two-puzzle-pieces/
Last updated: 2024-10-14T06:55:03.000Z
Wow, how time flies!
It's already been one year since [Isaak](https://www.pesec.no/author/overbring/) and I begun publishing [The Puzzle Podcast](https://www.pesec.no/tag/puzzle/)!
Since then we have released a total of 42 episodes.
Although we don't collect in-depth analytics, I was curious to see which of the episodes resonated the most on LinkedIn. Top three episodes by impressions were:
- [Episode 24: What determines the culture of the organisation?](https://www.linkedin.com/feed/update/urn:li:activity:7196766408490340353/?ref=pesec.no)
- [Episode 41: Is programming the same as software engineering?](https://www.linkedin.com/feed/update/urn:li:activity:7239890556535865344/?ref=pesec.no)
- [Episode 38: How to design good incentives?](https://www.linkedin.com/feed/update/urn:li:activity:7232287937336365056/?ref=pesec.no)
Interestingly, top three episodes by engagement (likes and comments) are:
- [Episode 11: How to integrate customer feedback into your product?](https://www.linkedin.com/feed/update/urn:li:activity:7163806282129387520/?ref=pesec.no)
- [Episode 3: How to grow organically?](https://www.linkedin.com/feed/update/urn:li:activity:7120664875353149440/?ref=pesec.no)
- [Episode 38: How to design good incentives?](https://www.linkedin.com/feed/update/urn:li:activity:7232287937336365056/?ref=pesec.no)
Looking at Vimeo analytics:
- [Episode 38: How to design good incentives?](https://www.pesec.no/the-puzzle-episode-38/)
- [Episode 24: What determines the culture of the organisation?](https://www.pesec.no/the-puzzle-episode-24/)
- [Episode 34: How to work together?](https://www.pesec.no/the-puzzle-episode-34/)
Finally, website page views tell yet another story:
- [Episode 1: How to increase the speed and quality of a product development process?](https://www.pesec.no/the-puzzle-ep1/)
- [Episode 24: What determines the culture of the organisation?](https://www.pesec.no/the-puzzle-episode-24/)
- [Episode 34: How to work together?](https://www.pesec.no/the-puzzle-episode-34/)
Overall, it seems that episodes 24 and 38 garnered the most attention. I do remember that both resulted in private messages to both myself and Isaak.
We will now take a break and resume in a month or two.
In the mean time, feel free to share your own questions.
Don't forget to subscribe so you are informed when we go live again.
Oh, and of course, here is the full episode list for you viewing and listening pleasure:
1. [How to increase the speed and quality of a product development process?](https://www.pesec.no/the-puzzle-ep1/)
2. [How to segment a new market?](https://www.pesec.no/the-puzzle-ep2/)
3. [How to grow organically?](https://www.pesec.no/the-puzzle-ep3/)
4. [How to develop products, services, and businesses iteratively?](https://www.pesec.no/the-puzzle-episode-4/)
5. [How to make the most out of what you have today?](https://www.pesec.no/the-puzzle-episode-5/)
6. [How to recognise bad business advice?](https://www.pesec.no/the-puzzle-episode-6/)
7. [Are more customers always a good t](https://www.pesec.no/the-puzzle-episode-7/)hing?
8. [How to foster continuous improvement in an R&D team?](https://www.pesec.no/the-puzzle-episode-8/)
9. [How to recognise latent potential?](https://www.pesec.no/the-puzzle-episode-9/)
10. [How to have a productive conflict?](https://www.pesec.no/the-puzzle-episode-10/)
11. [How to integrate customer feedback into your product?](https://www.pesec.no/the-puzzle-episode-11/)
12. [How to make good decisions in product development?](https://www.pesec.no/the-puzzle-episode-12/)
13. [How to turn a stagnating project around?](https://www.pesec.no/the-puzzle-episode-13/)
14. [How to move fast without breaking things?](https://www.pesec.no/the-puzzle-episode-14/)
15. [Is company a family?](https://www.pesec.no/the-puzzle-episode-15/)
16. [Is every invention an innovation?](https://www.pesec.no/the-puzzle-episode-16/)
17. [Why should anyone buy your product?](https://www.pesec.no/the-puzzle-episode-17/)
18. [How to stress-test a business plan?](https://www.pesec.no/the-puzzle-episode-18/)
19. [Why won’t my team innovate?](https://www.pesec.no/the-puzzle-episode-19/)
20. [Is change management still a thing?](https://www.pesec.no/the-puzzle-episode-20/)
21. [How do large language models impact development projects?](https://www.pesec.no/the-puzzle-episode-21/)
22. [How to learn faster?](https://www.pesec.no/the-puzzle-episode-22/)
23. [How to define KPIs for product development and innovation?](https://www.pesec.no/the-puzzle-episode-23/)
24. [What determines the culture of an organization?](https://www.pesec.no/the-puzzle-episode-24/)
25. [How to manage requirements?](https://www.pesec.no/the-puzzle-episode-25/)
26. [Can we get it "right the first time"?](https://www.pesec.no/the-puzzle-episode-26/)
27. [How to anticipate project failure?](https://www.pesec.no/the-puzzle-episode-27/)
28. [Should we emulate a successful company?](https://www.pesec.no/the-puzzle-episode-28/)
29. [What does your favourite product reveal about you?](https://www.pesec.no/the-puzzle-episode-29/)
30. [Are innovation success stories reliable?](https://www.pesec.no/the-puzzle-episode-30/)
31. [Is innovation just a matter of luck?](https://www.pesec.no/the-puzzle-episode-31/)
32. [How can a personal hobby impact professional performance?](https://www.pesec.no/the-puzzle-episode-32/)
33. [How much process is just enough process?](https://www.pesec.no/the-puzzle-episode-33/)
34. [How to work together?](https://www.pesec.no/the-puzzle-episode-34/)
35. [What is a "Product Manager" anyway?](https://www.pesec.no/the-puzzle-episode-35/)
36. [How to challenge the status quo?](https://www.pesec.no/the-puzzle-episode-36/)
37. [Why are some development projects slow?](https://www.pesec.no/the-puzzle-episode-37/)
38. [How to design good incentives?](https://www.pesec.no/the-puzzle-episode-38/)
39. [How to find work that energises you?](https://www.pesec.no/the-puzzle-episode-39/)
40. [How to differentiate differentiation from innovation?](https://www.pesec.no/the-puzzle-episode-40/)
41. [Is programming the same as software engineering?](https://www.pesec.no/the-puzzle-episode-41/)
42. [How to improve personal performance?](https://www.pesec.no/the-puzzle-episode-42/)
Until then!
### No thinking, no learning
URL: https://www.pesec.no/no-thinking-no-learning/
Last updated: 2024-10-10T06:55:44.000Z
We are currently being bombarded with what LLMs/AI can do for us.
Come up with ideas.
Describe whole business models.
Do market research.
Perform root cause analysis.
All in minutes.
You just need to provide a question and a little bit of guidance.
But what value does the answer without the effort have?
The reusable value when doing knowledge work lies in the thinking and discovery that happens as part of the process. The final answer is merely valuable at the moment it was provided. Learning journey itself is the gift that keeps on giving.
### Time for assiduity
URL: https://www.pesec.no/time-for-assiduity/
Last updated: 2024-10-08T06:50:19.000Z
Scaling phase demands great and constant diligence and attention, especially for the corporate innovation ventures, initiatives, and projects.
## Three latest posts
[Rediscovering what was once knownIs there truly nothing new under the sun?Bruno PešecBruno Pešec](https://www.pesec.no/rediscovering-what-was-once-known/)
[Today and tomorrowSeeing through generations.Bruno PešecBruno Pešec](https://www.pesec.no/today-and-tomorrow/)
[Apotheosis“You might not like it, but this is how peak performance looks like.”Bruno PešecBruno Pešec](https://www.pesec.no/apotheosis/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Rediscovering what was once known
URL: https://www.pesec.no/rediscovering-what-was-once-known/
Last updated: 2024-10-07T06:55:40.000Z
As I was re-reading *The Effective Executive*, a Drucker classic from 1966, I noticed something interesting.
He advises one should ask for opinions and then "test them against reality" by asking the following questions:
"What do we have to know to test the validity of this hypothesis?"
"What would the facts have to be to make this opinion tenable?"
"What is the criterion of relevance?"
[Sounds familiar](https://www.pesec.no/step-by-step-guide-for-designing-lean-experiments/), [does it not](https://www.pesec.no/clarity-before-commitment/)?
### Today and tomorrow
URL: https://www.pesec.no/today-and-tomorrow/
Last updated: 2024-10-03T06:47:28.000Z
For corporate innovation [*creating the future*](https://www.pesec.no/create-the-future/) is as important as *understanding the present*. The former is what everyone loves talking about. Ignoring the latter is what gets most in trouble.
Present informs the future. The future differentiates itself from the present exactly through differences, otherwise it is nothing but a glorified time-lapse. If one cannot say how future is meaningfully different than the present, then that is the signal they do not sufficiently understand the current conditions.
This is especially true for corporate innovators and large enterprises who ignore their everyday realities like existing processes, operations, bureaucracy, resources, so on and so forth. Taking stock of reality is a great, sobering exercise. Knowing what can be repurposed and what has to be modified will improve the odds for innovation success.
Hence, remember to study the present as you explore the future.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-10-october-2024/
Last updated: 2024-12-02T08:15:39.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Understanding it Takes Time
“Not good! Again!”
I exhaled. Beads of sweat rolled down my face.
Feet shoulder-width apart. Fists by hip, knuckles pointing towards each other, firm but open, as if wearing ancient armour.
“Tooooooooooooooooo–”
I step back with right foot, rotate my fists and explode upwards, unleashing a loud yell that must last as long as the whole pattern. I block, and I swing, and I–
_This post is for subscribers only._
### Apotheosis
URL: https://www.pesec.no/apotheosis/
Last updated: 2024-10-01T06:55:54.000Z
Constant evolution is peak performance of innovation management system.
## Three latest posts
[Bidirectional idea developmentCapability to both progress and regress are paramount.Bruno PešecBruno Pešec](https://www.pesec.no/bidirectional-idea-development/)
[The fertility of dullnessOpportunities hidden in plain sight.Bruno PešecBruno Pešec](https://www.pesec.no/the-fertility-of-dullness/)
[People firstInnovators are at the heart of any corporate innovation system.Bruno PešecBruno Pešec](https://www.pesec.no/people-first/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Bidirectional idea development
URL: https://www.pesec.no/bidirectional-idea-development/
Last updated: 2024-09-30T06:50:22.000Z
Traditional stage-gate development models have been designed as linear, forward-only frameworks.
You meet the requirements to progress, you move on, you lock the gates behind you and throw away the key.
Unfortunately, such model doesn’t work so well for innovative ideas.
Whatever model you have, or decide to implement, be it [funnels, pipelines, stage-gates](https://www.pesec.no/making-sense-of-innovation-pipelines-funnels-and-portfolios/), it is paramount that it supports regression.
In other words, it should be possible to lower the maturity level of innovation projects and teams, scale back the investment (including team size) in order to revisit the requirements of the preceding maturity level.
Doing so allows you to keep exploring without burning money due to [sunk cost fallacy](https://www.pesec.no/24-most-common-cognitive-biases#the-sunk-cost-fallacy).
*Read more about *Managing Innovation at Scale** [*here*](https://issuu.com/serbianhrcommunity/docs/hrw%5Fmagazine%5F11/54?ref=pesec.no)*.*
### The fertility of dullness
URL: https://www.pesec.no/the-fertility-of-dullness/
Last updated: 2024-09-26T06:50:22.000Z
"Dull" business areas, i.e. ones that have the same customers from year to year and are growing slowly, are fertile ground for innovation and experimentation.
First, there is a margin for error.
Second, trust and relationship with customers is already established which is critical for joint experimentation.
Third, one of the least risky ways to grow is to create new value for existing customers.
Consider the above next time so you don't miss great opportunities hidden in plain sight.
### People first
URL: https://www.pesec.no/people-first/
Last updated: 2024-09-24T07:16:08.000Z
Ideas have no value without motivated and skilled individuals that are able to bring them to life.
## Three latest posts
[Taiichi Ohno’s wisdomLessons from the grandmaster.Bruno PešecBruno Pešec](https://www.pesec.no/taiichi-ohnos-wisdom/)
[The Puzzle Episode 42How to improve personal performance?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-42/)
[Portfolio supremacyManaging innovation requires managing multiple initiatives.Bruno PešecBruno Pešec](https://www.pesec.no/portfolio-supremacy/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Taiichi Ohno's wisdom
URL: https://www.pesec.no/taiichi-ohnos-wisdom/
Last updated: 2024-09-23T07:20:20.000Z
[Bob Emiliani](https://bobemiliani.com/the-four-ohno-blog-posts/?ref=pesec.no) recently shared a treasure trove of Taiichi Ohno's late teachings and reflections:
> From late July through early September of 2024, I spent a great deal of time translating and reading four Japanese language books about Taiichi Ohno and writing blog posts that highlighted key passages from the books and provided critical commentary on each passage. The four blog posts, combined, are a lengthy 32,000 words comprising 58 pages. The translations are revelatory and add much new information about Taiichi Ohno, his goals, his thinking, and his methods that led to the creation of the Toyota Production System. Ohno-san’s work, in part and in whole, remains relevant today and for many years to come.
They are collected in the following four blog posts:
[Toyota’s Management RevolutionI recently purchased a book titled Album of a Management Revolution written by Setsuo Mito with photographs by Iku Hirose. The book was published in 2007 byBob EmilianiBob Emiliani](https://bobemiliani.com/toyotas-management-revolution/?ref=pesec.no)
[Taiichi Ohno’s LecturesI recently purchased an excellent book titled Taiichi Ohno’s Records: Founder of the Toyota Production System written by Dr. Mitsumasa Kumazawa. TheBob EmilianiBob Emiliani](https://bobemiliani.com/taiichi-ohnos-lectures/?ref=pesec.no)
[Taiichi Ohno’s Kaizen SpiritI recently purchased an excellent book titled The Origin of Toyota’s Strength: Taiichi Ohno’s Kaizen Spirit. It is a commemorative book, first publishedBob EmilianiBob Emiliani](https://bobemiliani.com/taiichi-ohnos-kaizen-spirit/?ref=pesec.no)
[Taiichi Ohno and the Toyota Production SystemI recently purchased an interesting book titled The Savior of Japan’s Revival: Taiichi Ohno and the Toyota Production System by Setsuo Mito. The book wasBob EmilianiBob Emiliani](https://bobemiliani.com/taiichi-ohno-and-the-toyota-production-system/?ref=pesec.no)
I'm looking forward to digging into them, especially since [Toyota Production System](https://www.pesec.no/lean-thinking-origin/) greatly influenced my approach to innovation and improvement.
### The Puzzle Episode 42
URL: https://www.pesec.no/the-puzzle-episode-42/
Last updated: 2024-09-19T07:00:31.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to improve personal performance?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Portfolio supremacy
URL: https://www.pesec.no/portfolio-supremacy/
Last updated: 2024-09-17T06:55:37.000Z
If you wish to see attractive corporate innovation ROI, then you ought to be investing in multiple ideas and innovation projects.
## Three latest posts
[Puzzle fragments VIIOne piece at a time, without stopping.Bruno PešecBruno Pešec](https://www.pesec.no/puzzle-fragments-vii/)
[The Puzzle Episode 41Is programming the same as software engineering?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-41/)
[Prioritise innovationDare to lead.Bruno PešecBruno Pešec](https://www.pesec.no/prioritise-innovation/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Puzzle fragments VII
URL: https://www.pesec.no/puzzle-fragments-vii/
Last updated: 2024-09-16T06:50:17.000Z
[Isaak](https://www.pesec.no/author/overbring/) and I keep playing with puzzle pieces:
- [The Puzzle Episode 37: **Why are some development projects slow?**](https://www.pesec.no/the-puzzle-episode-37/)
- [The Puzzle Episode 38: **How to design good incentives?**](https://www.pesec.no/the-puzzle-episode-38/)
- [The Puzzle Episode 39: **How to find work that energises you?**](https://www.pesec.no/the-puzzle-episode-39/)
- [The Puzzle Episode 40: **How to distinguish differentiation from innovation?**](https://www.pesec.no/the-puzzle-episode-40/)
- [The Puzzle Episode 41: **Is programming the same as software engineering?**](https://www.pesec.no/the-puzzle-episode-41/)
There will be one more episode, and then a little break.
As always, we welcome your puzzle pieces to tackle in future episodes.
### The Puzzle Episode 41
URL: https://www.pesec.no/the-puzzle-episode-41/
Last updated: 2024-09-12T07:00:31.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## Is programming the same as software engineering?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Prioritise innovation
URL: https://www.pesec.no/prioritise-innovation/
Last updated: 2024-09-10T06:55:30.000Z
If leadership wants innovation to be prioritised, then they ought to make it a strategic priority by instituting very clear innovation targets.
## Three latest posts
[Simple rules for entrepreneursA book recommendation.Bruno PešecBruno Pešec](https://www.pesec.no/simple-rules-for-entrepreneurs/)
[The Puzzle Episode 40How to distinguish differentiation from innovation?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-40/)
[ZestyInnovators’ source of happiness.Bruno PešecBruno Pešec](https://www.pesec.no/zesty/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Simple rules for entrepreneurs
URL: https://www.pesec.no/simple-rules-for-entrepreneurs/
Last updated: 2024-09-09T10:42:05.000Z
I've recently stumbled on a good book [66 Simple Rules for Entrepreneurs: A Roadmap for Improved Performance](https://doi.org/10.1007/978-3-031-62032-4?ref=pesec.no) worth sharing.
It covers most common questions entrepreneurs have in a very succinct and direct way, presented as "simple rules."
The "rules" are organised in several themes:
**Simple Rules for Recognizing Opportunities**
- When Others Constrain Your Career, Look for an Entrepreneurial Opportunity
- Invest Effort to Build Expertise from Your Experience
- Don’t Be Fooled by Your Experience
- Use Entrepreneurship as a Channel to Express Yourself
- To Design Value, Look for Disruptions (in Users and Your Environment)
- Motivate Creativity to Generate Opportunities
- Adopt an Entrepreneurial Mindset to Learn and Generate New Things
**Simple Rules for Market Selection and Entry**
- Identify a Broad Opportunity Set from Which to Choose the “Best” One
- Think Like a Scientist to Generate Novel Business Models or Opportunities
- With Resource Constraints, Embrace the Lean Startup Approach
- Create, Use, and Adapt a Community of Inquiry to Evaluate and Co-construct an Opportunity
- If Your Opportunity Does Not Work Out, Pivot
**Simple Rules for Entrepreneurial Decision-Making**
- Entry Decisions Are Complex, so Time Them Right
- If You Think You Do Not Have Implicit Biases, You Are Probably Wrong (We All Do), so Set Up Procedures to Circumvent Them
- Reduce Your Overconfidence in Making Predictions
- While Slack is Nice, Necessity Can Be the Mother of Innovation
- When You Lack Information to Make Decisions, Turn to What You Have at Hand
- If You Want to Capture Fleeting Opportunities, Then Speed up Your Decision-Making
- Decision Analysis Will Only Get You so Far; Tap into Your Inner Child to Ask Questions
**Simple Rules for Developing Plans and Strategies**
- Reflect on Your Personal Goals When Setting an Entrepreneurial Strategy
- Think About Your Venture’s Future and Your Future in It
- When Facing Uncertainty, Look for Ways to Capitalize on Learning (Stage Gates Won’t Cut It)
- Simplify Your Rules as the Environment Becomes More Complex and Dynamic
- Be Aware of and Minimize Your Venture’s Vulnerabilities
- Anticipate and Avoid (or Prepare for) Potential Threats
- Meetings Can Help Make Effective Transitions from One Project to the Next
- Avoid Firefighting Mode to Improve Long-Run Performance
**Simple Rules for Engaging External Stakeholders**
- Build a Circle of Trusted Advisors and Listen to Them
- Don’t Journey Alone; Involve Others Because Entrepreneurship Needs to Be a Social Endeavor
- When It Comes to Building Relationships, Don’t Always Go for What Is Easy and Natural
- Engage Others in Dialogue Like a “Good” Professor Does in a Case Discussion
- Emphasize Inquiry with Others (Instead of Advocacy) for Generating Creative and Innovative Outcomes
- To Access Resources, Learn How to Tell a Good Story
- Know Your Worth and Communicate It to Others for Effective Pricing
- Ask for Help.
**Simple Rules for Working with Cofounders**
- Don’t Be a Fool, Don’t Rush in
- Make Sure to Invest Time in Setting up Your Founding Team
- If You Want Your Founding Team to Function Well, Nurture It
- Make Sure Your Team Can Manage Team Issues
- Your Team May Not Stay Together, but a Breakup Doesn’t Have to Be a Disaster
**Simple Rules for Managing Employees**
- Consider the People You Can Attract to Your Startup
- You Will Shape Your Employees, but They Will also Shape You
- Build a Culture in Which Your Employees Thrive
- If You Want to Be Entrepreneurial, You Need to Be a Failure-Tolerant Leader
**Simple Rules for Growing Your Venture**
- Growth Is a Challenging Journey; Be Well Prepared
- Transform Your Venture Multiple Times
- Build Your Cultural Intelligence to Enter Foreign Markets
- To Make Your Organization Entrepreneurial, Enhance Its Capacity to Learn
- Formalize Some of Your Personality to Build Your Venture’s Culture
**Simple Rules for Riding the Emotional Roller Coaster**
- Don’t Ignore Your Negative Emotions
- Running a Venture Can Be Exhausting, So Make Sure You Manage Your Entrepreneurial Energy Right
- Follow Your Entrepreneurial Passion
- Build Your Emotional Intelligence
- Pursue Moderate Stress at Work to Enhance Life
- Build Your Entrepreneurial Team’s Emotional Intelligence to Enhance Its Performance
**Simples Rules for Developing the Social Aspects of Your Venture**
- Do Amazing Things with Your Venture to Help Those Suffering
- Align Your Motivation with the Type of Venture You Want to Build
- Be Sensitive to the Needs of Your Venture Members
- Don’t Burnout in Pursuing Your Venture’s Social Mission
**Simple Rules for Managing Mistakes and Failures**
- To Be Successful, You Need to Be Prepared for and Manage Failure
- Yes, You Can Learn More from Your Failures than Your Successes, but It Can Be More Challenging than You Think
- You Cannot Choose to Be Error Free; You Need to Choose Which Error You Will Regret Less
- Prepare for Crises Because They Will Probably Happen (You Just Don’t Know What or When)
- If You Caused a Mistake that Was a Core Violation of Your Entrepreneurial Venture and Negatively Impacts Others, Then You Better Make a Good Apology
**Simple Rules for Exiting Your Entrepreneurial Venture**
- If You Want to End Your Entrepreneurial Journey, Consider Multiple Possibilities
- To Keep Your Venture Alive After Exit, Manage the Succession Process Right
---
You can get the book for free from [Springer](https://doi.org/10.1007/978-3-031-62032-4?ref=pesec.no).
Hundred pages worth reading!
### The Puzzle Episode 40
URL: https://www.pesec.no/the-puzzle-episode-40/
Last updated: 2024-09-05T07:00:38.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to distinguish differentiation from innovation?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Zesty
URL: https://www.pesec.no/zesty/
Last updated: 2024-09-03T06:55:03.000Z
Little in life compares to the zest of creating something new of value!
## Upcoming growth opportunities with Bruno
### September 27: Playing Lean Facilitator Training in Dublin
Learn how to teach innovation and entrepreneurship using an award winning board game. [Reserve your seat today](https://link.pbsc.no/playindublin?ref=pesec.no) to secure a €399 discount.
## Three latest posts
[Invest in your innovation teamsStep out of the shadows.Bruno PešecBruno Pešec](https://www.pesec.no/invest-in-your-innovation-teams/)
[The Puzzle Episode 39How to find work that energises you?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-39/)
[Wednesday Innovation Q&A with BrunoHow do I ensure the innovation function has critical mass to be sustainable?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-25/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Invest in your innovation teams
URL: https://www.pesec.no/invest-in-your-innovation-teams/
Last updated: 2024-09-02T06:32:54.000Z
People make ideas real.
In organisations, innovation teams develop ideas into new products, services, and ventures.
People within an innovation team work together towards a shared goal. They also share accountability and rewards.
Without innovation teams nothing will get develop.
No innovation will happen.
There is an interesting phenomenon I witnessed at multiple organisations:
informal "shadow" innovation teams.
Basically people coming together and working whenever they can on some idea that is supposedly a priority, yet no resources have been assigned to it.
These people often care about the idea, for whatever reason, and do their best to move it forward somehow.
While this might be seen as heroic, it is no recipe for repeatable and scalable innovation success.
There is process for establishing, operating, and disbanding high performing innovation teams.
Great majority of organisations would benefit *by just* investing a little bit in how they establish their innovation teams.
Here are resources they can use today:
- [Five elements of viable innovation teams](https://www.pesec.no/on-viable-innovation-teams/).
- [Step-by-step process for establishing a viable innovation team](https://innov8rs.co/news/viable-innovation-teams/?ref=pesec.no).
- [How to hold innovation teams accountable](https://www.pesec.no/how-to-hold-innovation-teams-accountable/).
Investing in own innovation teams has another wonderful upside—it creates lasting competitive advantage.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-9-september-2024/
Last updated: 2024-09-02T04:45:18.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Killing Ideas
Bringing new ideas to life is tough.
Be that in a new venture, a startup, or an existing organisation with decades of history.
There are naysayers at every step. There are people who actively discourage new ideas, or anything that challenges the status quo for that matter. Even worse, there are scammers that do their best to profit on those who dare to dream big and try something new.
On the other hand, there are more and more thriving ecosystems that provide tools, methods, and encouragement. We have decades of published books, articles, and white papers related to different facets of innovation. These contain amazing amount of wisdom that is still relevant today.
_This post is for subscribers only._
### The Puzzle Episode 39
URL: https://www.pesec.no/the-puzzle-episode-39/
Last updated: 2024-08-29T07:00:53.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to find work that energises you?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-25/
Last updated: 2024-08-28T06:55:23.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do I ensure the innovation function has critical mass to be sustainable?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Zucchini blues
URL: https://www.pesec.no/zucchini-blues/
Last updated: 2024-08-27T06:55:56.000Z
Not all ideas are worth pursuing.
## Upcoming growth opportunities with Bruno
### September 27: Playing Lean Facilitator Training in Dublin
Learn how to teach innovation and entrepreneurship using an award winning board game. [Reserve your seat today](https://link.pbsc.no/playindublin?ref=pesec.no) to secure a €399 discount.
## Three latest posts
[Managing innovation at all levelsSenior and middle managers need different innovation tools and methods.Bruno PešecBruno Pešec](https://www.pesec.no/managing-innovation-at-all-levels/)
[The Puzzle Episode 38How to design good incentives?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-38/)
[Wednesday Innovation Q&A with BrunoHow to put guardrails around the corporate innovation group, so we are not trying to do everything?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-24/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Managing innovation at all levels
URL: https://www.pesec.no/managing-innovation-at-all-levels/
Last updated: 2024-08-26T06:55:00.000Z
Executives and middle managers don't see innovation the same way.
Both practice and [research](https://doi.org/10.1111/joms.12874?ref=pesec.no)† confirm that, repeatedly.
They have different priorities, pay attention to different aspects, and worry about different things.
There is no right or wrong between the two layers.
In fact, both are important, as is the front line that actually develops [innovation projects](https://www.pesec.no/structuring-innovation-projects/).
That's why it is critical to provide the right training and tools to the right layer.
[Middle layer](https://www.pesec.no/three-critical-roles-for-corporate-innovation/) is perfectly suited for an innovation manager handling [innovation funnel](https://www.pesec.no/making-sense-of-innovation-pipelines-funnels-and-portfolios/) and orchestrating [innovation teams](https://innov8rs.co/news/viable-innovation-teams/?ref=pesec.no).
[Senior layer](https://www.pesec.no/three-critical-roles-for-corporate-innovation/) is perfectly suited for staffing [innovation board(s)](https://www.pesec.no/getting-started-with-an-innovation-board/), formulating an innovation strategy and overseeing the [innovation portfolio](https://www.pesec.no/create-your-own-innovation-portfolio-in-three-simple-steps/).
When everything works in [unison](https://www.pesec.no/strike-first-throw-second/), then there is chance for profitable corporate innovation.
† *For latest see Wilden, R., Lin, N., Hohberger, J., & Randhawa, K. (2022). Selecting Innovation Projects: Do Middle and Senior Managers Differ when it Comes to Radical Innovation? Journal of Management Studies, joms.12874\.* [*https://doi.org/10.1111/joms.12874*](https://doi.org/10.1111/joms.12874?ref=pesec.no)
### The Puzzle Episode 38
URL: https://www.pesec.no/the-puzzle-episode-38/
Last updated: 2024-08-22T07:00:31.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to design good incentives?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-24/
Last updated: 2024-08-21T06:55:46.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to put guardrails around the corporate innovation group, so we are not trying to do everything?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Zealotry
URL: https://www.pesec.no/zealotry/
Last updated: 2024-08-20T06:55:10.000Z
Zeal is for your offerings, not methods.
## Upcoming growth opportunities with Bruno
### September 27: Playing Lean Facilitator Training in Dublin
Learn how to teach innovation and entrepreneurship using an award winning board game. [Reserve your seat today](https://link.pbsc.no/playindublin?ref=pesec.no) to secure a €399 discount.
## Three latest posts
[Using Games and Simulations to Facilitate Generative ConflictAn exploration of generative and destructive conflict; play and social success; and role of games in contested spaces.Bruno PešecBruno Pešec](https://www.pesec.no/using-games-and-simulations-to-facilitate-generative-conflict/)
[The Puzzle Episode 37Why are some development projects slow?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-37/)
[Wednesday Innovation Q&A with BrunoHow can I determine what the 3 to 5 key areas of interest are that should be the focus for breakthrough innovation program?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-23/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Using Games and Simulations to Facilitate Generative Conflict
URL: https://www.pesec.no/using-games-and-simulations-to-facilitate-generative-conflict/
Last updated: 2024-08-19T06:50:18.000Z
I'm happy to share that [***Using Games and Simulations to Facilitate Generative Conflict***](https://link.springer.com/article/10.1007/s11846-021-00466-9?ref=pesec.no) article I've coauthored with Andrew Kidd has been published in the [***Challenging the Future with Lean***](https://doi.org/10.1007/978-3-031-63265-5?ref=pesec.no) book.
Abstract:
> Lean educators and practitioners often find themselves in conflict with existing structures, ways of work, and habits. We can differentiate destructive and generative conflict. The former usually leads to waste. The latter, on the other hand, has the potential to further the individuals’ capability development, enhance their social skills, and contribute to mature discourse.
>
> Games and simulations provide a safe environment to surface and explore conflict, thus defusing escalation of violent tensions before they begin. Creating a simulacrum of reality through situations perceived as “outside" allows the participants to engage in generative conflict without tensions rising and escalating to violent behaviours. In this paper, the authors explore the connection between play and social success, as well as several examples of using a board game to facilitate generative conflict.
Pešec, B., & Kidd, A. (2024). Using games and simulations to facilitate generative conflict. In T. van Kollenburg, A. Kokkinou, & O. McDermott (Eds.), *Challenging the Future with Lean* (Vol. 681, pp. 201–208). Springer Nature Switzerland. [https://doi.org/10.1007/978-3-031-63265-5\_15](https://doi.org/10.1007/978-3-031-63265-5%5F15?ref=pesec.no)
### The Puzzle Episode 37
URL: https://www.pesec.no/the-puzzle-episode-37/
Last updated: 2024-08-15T07:00:11.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## Why are some development projects slow?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-23/
Last updated: 2024-08-14T06:55:23.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can I determine what the 3 to 5 key areas of interest are that should be the focus for breakthrough innovation program?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Resentment
URL: https://www.pesec.no/resentment/
Last updated: 2024-08-13T09:33:28.000Z
There is little new under the sun—don't allow the success of similar ideas to turn you into a bitter cynic.
## Three latest posts
[Puzzle fragments VIOne piece at a time, consistently.Bruno PešecBruno Pešec](https://www.pesec.no/puzzle-fragments-vi/)
[The Puzzle Episode 36How to challenge the status quo?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-36/)
[Wednesday Innovation Q&A with BrunoHow can I find the best areas to look for innovation solutions? How to narrow down the space from all the areas we could try to the areas most likely to be winning solutions?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-22/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Puzzle fragments VI
URL: https://www.pesec.no/puzzle-fragments-vi/
Last updated: 2024-08-12T06:55:40.000Z
[Isaak](https://www.pesec.no/author/overbring/) and I keep finding new puzzle pieces:
- [The Puzzle Episode 30: **Are innovation success stories reliable?**](https://www.pesec.no/the-puzzle-episode-30/)
- [The Puzzle Episode 31: **Is innovation just a matter of luck?**](https://www.pesec.no/the-puzzle-episode-31/)
- [The Puzzle Episode 32: **How can a personal hobby impact professional performance?**](https://www.pesec.no/the-puzzle-episode-32/)
- [The Puzzle Episode 33: **How much process is just enough process?**](https://www.pesec.no/the-puzzle-episode-33/)
- [The Puzzle Episode 34: **How to work together?**](https://www.pesec.no/the-puzzle-episode-34/)
- [The Puzzle Episode 35: **What is a "Product Manager" anyway?**](https://www.pesec.no/the-puzzle-episode-35/)
- [The Puzzle Episode 36: **How to challenge the status quo?**](https://www.pesec.no/the-puzzle-episode-36/)
Questions that we will address in the coming weeks:
- How to design good incentives?
- How to differentiate differentiation from innovation?
- How to find work that energises you?
- How to improve personal performance?
- Is programming the same as software engineering?
- Why are some development projects slow?
We welcome your puzzle pieces as well.
### The Puzzle Episode 36
URL: https://www.pesec.no/the-puzzle-episode-36/
Last updated: 2024-08-08T07:00:51.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to challenge the status quo?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-22/
Last updated: 2024-08-07T06:55:53.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can I find the best areas to look for innovation solutions? How to narrow down the space from all the areas we could try to the areas most likely to be winning solutions?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Relinquish
URL: https://www.pesec.no/relinquish/
Last updated: 2024-08-06T06:55:27.000Z
In order to get great ideas we have to relinquish mediocre ones.
## Three latest posts
[Courage vs stupidityIt’s a thin line.Bruno PešecBruno Pešec](https://www.pesec.no/courage-vs-stupidity/)
[The Puzzle Episode 35What is a “Product Manager” anyway?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-35/)
[Wednesday Innovation Q&A with BrunoHow do we best balance detailed customer research with moving quickly like a startup?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-21/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Courage vs stupidity
URL: https://www.pesec.no/courage-vs-stupidity/
Last updated: 2024-08-05T07:00:24.000Z
Courage = taking a leap of faith assumption based on an identified knowledge gap.
Stupidity = taking a leap of faith assumption based on untested beliefs.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-8-august-2024/
Last updated: 2024-08-29T07:30:02.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Known and Unknown Unknowns
Reducing innovation risk is about answering the right question at the right time. For truly innovative ideas, these answers are hardly complete and finite. But the mere act of attempting to answer tough questions is already an illuminating exercise.
We usually begin with known unknowns, or in other words, the things we know we don’t know. Those are usually expressed as assumptions and hypotheses about behaviours and outcomes.
Assumptions are researched, while hypotheses are tested. With some practice anyone can learn how to formulate each of those. Identifying the known unknowns relies on past experience.
_This post is for subscribers only._
### The Puzzle Episode 35
URL: https://www.pesec.no/the-puzzle-episode-35/
Last updated: 2024-08-01T07:00:38.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## What is a "Product Manager" anyway?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-21/
Last updated: 2024-07-31T06:55:50.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do we best balance detailed customer research with moving quickly like a startup?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Root cause
URL: https://www.pesec.no/root-cause/
Last updated: 2024-07-30T06:55:16.000Z
Questioning what causes a phenomenon is an illuminating exercise—even if one fails to identify the true root cause.
## Three latest posts
[Opportune opposing opinionsDevil’s advocate done right.Bruno PešecBruno Pešec](https://www.pesec.no/opportune-opposing-opinions/)
[The Puzzle Episode 34How to work together?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-34/)
[Wednesday Innovation Q&A with BrunoHow to run a successful innovation funnel?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-20/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Opportune opposing opinions
URL: https://www.pesec.no/opportune-opposing-opinions/
Last updated: 2024-07-29T06:50:33.000Z
Welcome disagreement on what options to pursue, which ideas to develop, how to run an experiment, where to look for inspiration, and so forth.
Polite, courteous, and reasoned disagreement is wonderful for it stirs up creativity, opens up the mind to new perspectives, and encourages constructive dialogue.
Of course, disagreement for the sake of disagreement, as well as disagreement that is driven by entitlement are something else. Those are often destructive and should be quenched before turning into full fledged sabotage.
Let the following questions inspire you to disagree in a way that open space for further dialogue and constructive disagreement:
"I'm not sure if I agree with you. How about we continue the conversation next week after I've had the time to think about what you've shared?"
"Allow me to share a different perspective. ... Have you considered it as well? How?"
"I understand what you are trying to achieve, but I am not so so sure about how you propose to achieve it. What are some alternatives we could discuss?"
Happy disagreeing!
### The Puzzle Episode 34
URL: https://www.pesec.no/the-puzzle-episode-34/
Last updated: 2024-07-25T07:00:57.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How to work together?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-20/
Last updated: 2024-07-24T06:55:29.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to run a successful innovation funnel?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Bulletproof
URL: https://www.pesec.no/bulletproof/
Last updated: 2024-07-23T06:55:14.000Z
A bulletproof vest only stops the most tragic outcome of getting hit. It doesn't obviate rest of the consequences—like blunt force trauma from transfer of kinetic energy. Remember this when your "bulletproof" strategy, idea, or argument gets hit hard by reality.
## Three latest posts
[The effective innovatorFive key questions.Bruno PešecBruno Pešec](https://www.pesec.no/the-effective-innovator/)
[The Puzzle Episode 33How much process is just enough process?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-33/)
[Wednesday Innovation Q&A with BrunoHow to better align innovation strategy to business goals?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-19/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The effective innovator
URL: https://www.pesec.no/the-effective-innovator/
Last updated: 2024-07-22T06:50:08.000Z
Effective innovators always ask:
1. What is the opportunity?
2. What is right for the organisation?
3. What must be true for this idea to work as envisioned?
4. What are we most uncertain about regarding this idea and how can we learn more?
5. What needs to be done next?
First three questions are critical for uncovering insight required to develop the idea and aligning the organisation, while the last two questions are all about taking appropriate action.
### The Puzzle Episode 33
URL: https://www.pesec.no/the-puzzle-episode-33/
Last updated: 2024-07-18T07:00:20.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How much process is just enough process?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-19/
Last updated: 2024-07-17T06:55:15.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to better align innovation strategy to business goals?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Be brazen
URL: https://www.pesec.no/be-brazen/
Last updated: 2024-07-16T06:50:47.000Z
Do not allow conventions to restrain your creativity.
## Three latest posts
[Innovators’ decisionsThree critical levels.Bruno PešecBruno Pešec](https://www.pesec.no/innovators-decisions/)
[The Puzzle Episode 32How can a personal hobby impact professional performance?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-32/)
[Wednesday Innovation Q&A with BrunoWhat are the best practices in driving innovation?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-18/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Innovators' decisions
URL: https://www.pesec.no/innovators-decisions/
Last updated: 2024-07-15T06:55:05.000Z
Innovator's job is to make idea and project decisions.
Innovation manager's job is to make portfolio decisions.
Innovation executive's job is to make investment decisions.
### The Puzzle Episode 32
URL: https://www.pesec.no/the-puzzle-episode-32/
Last updated: 2024-07-11T07:00:46.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## How can a personal hobby impact professional performance?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-18/
Last updated: 2024-07-10T06:50:52.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What are the best practices in driving innovation?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Better the whole
URL: https://www.pesec.no/better-the-whole/
Last updated: 2024-07-09T06:55:31.000Z
Improving one is the path to improving many.
## Three latest posts
[Set innovation posterioritiesBe clear on what not to explore.Bruno PešecBruno Pešec](https://www.pesec.no/set-innovation-posteriorities-2/)
[The Puzzle Episode 31Is innovation just a matter of luck?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-31/)
[Wednesday Innovation Q&A with BrunoHow can we better decouple the idea that innovation leads to new products in our organization when really it is a mindset that should shift everything we do?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-17/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Set innovation posteriorities
URL: https://www.pesec.no/set-innovation-posteriorities-2/
Last updated: 2024-07-08T06:55:21.000Z
Good innovation strategy clarifies innovation posteriorities, e.g. what problem spaces, business models, and technologies will not be explored and pursued.
What *not to do* is as important as what to do, and can serve as potent driver of creativity and imagination.
You might find the following articles useful:
[How to develop an innovation strategyPractical advice for tangible results.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-develop-an-innovation-strategy/)
[How to formulate a winning innovation strategyA practical framework you can immediately use to formulate your innovation strategy.Bruno PešecBruno Pešec](https://www.pesec.no/how-to-formulate-a-winning-innovation-strategy-by-bruno-pesec/)
[How to introduce an innovation strategy into your companyWhat are some of the best practices for introducing an innovation strategy into your company?Bruno PešecBruno Pešec](https://www.pesec.no/how-to-introduce-an-innovation-strategy-into-your-company/)
### The Puzzle Episode 31
URL: https://www.pesec.no/the-puzzle-episode-31/
Last updated: 2024-07-04T07:00:32.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## Is innovation just a matter of luck?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-17/
Last updated: 2024-07-03T06:57:30.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we better decouple the idea that innovation leads to new products in our organization when really it is a mindset that should shift everything we do?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### The myth of separation
URL: https://www.pesec.no/the-myth-of-separation/
Last updated: 2024-07-02T06:55:50.000Z
To observe is to intervene.
## Three latest posts
[Three simple ways to innovate cheaper and faster at scaleThree actionable points for Chief Innovation Officer, Innovation Manager, and any other innovation leader.Bruno PešecBruno Pešec](https://www.pesec.no/three-simple-ways-to-innovate-cheaper-and-faster-at-scale/)
[The Puzzle Episode 30Are innovation success stories reliable?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-30/)
[Wednesday Innovation Q&A with BrunoHow might we demonstrate the value of innovation and ROI in the short and long term?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-16/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-7-july-2024/
Last updated: 2024-08-29T07:27:46.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Wonder and Inquiry
What would you like to know about corporate innovation?
What specific issue or skill would you like to learn more about?
There is little I enjoy more than answering your innovation questions!
First, they are yours, meaning a practitioner—even if an aspiring one—is asking their real-world question, not an abstract and imagined one.
Second, by providing the answer in the public we provide an opportunity for others to learn as well.
Third, I do my best to answer with face and voice, for no longer than three minutes.
Sure, some topics could be elaborated for hours, but I focus on short answers that can get you to act **right now**.
_This post is for subscribers only._
### Three simple ways to innovate cheaper and faster at scale
URL: https://www.pesec.no/three-simple-ways-to-innovate-cheaper-and-faster-at-scale/
Last updated: 2024-07-01T06:50:32.000Z
Responsible for innovation in your organisation?
Then consider the following three points:
1. Don't confuse [thoughts for ideas](https://www.pesec.no/a-thought-or-an-idea/) and don't fall for [sunk cost fallacy](https://www.pesec.no/24-most-common-cognitive-biases/#the-sunk-cost-fallacy).
2. [Build a system](https://www.pesec.no/how-to-select-the-right-innovation-framework-for-you/) for the [*useful many*](https://www.pesec.no/quality-philosophers/#knowledge-transfer) so you can focus on the [*vital few*](https://www.pesec.no/clarity-before-commitment/)innovation projects.
3. Maximise your [speed of learning](https://www.pesec.no/learn-faster/) [from own mistakes](https://www.pesec.no/understand-failure/) as well as from [other peoples' mistakes](https://www.pesec.no/on-learning-from-success/).
Implementing even one of the above will make your life much easier.
### The Puzzle Episode 30
URL: https://www.pesec.no/the-puzzle-episode-30/
Last updated: 2024-06-27T07:00:52.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode we tackle...
## Are innovation success stories reliable?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-16/
Last updated: 2024-06-26T06:45:13.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How might we demonstrate the value of innovation and ROI in the short and long term?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Migration
URL: https://www.pesec.no/migration/
Last updated: 2024-06-25T06:55:31.000Z
If the majority of your customers are moving, perhaps you should be moving with them too.
## Three latest posts
[Puzzle fragments VOne piece at a time.Bruno PešecBruno Pešec](https://www.pesec.no/puzzle-fragments-v/)
[The Puzzle Episode 29What does your favourite product reveal about you?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-29/)
[Wednesday Innovation Q&A with BrunoHow do we provide the space, tooling and methodologies for innovation to teams?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-15/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Puzzle fragments V
URL: https://www.pesec.no/puzzle-fragments-v/
Last updated: 2024-06-24T06:50:03.000Z
Never ending stream of puzzles! Over the past two months [Isaak](https://www.pesec.no/author/overbring/) and I discussed burning questions on learning, culture, innovation, and product development:
- [The Puzzle Episode 22: **How to learn faster?**](https://www.pesec.no/the-puzzle-episode-22/)
- [The Puzzle Episode 23: **How to define KPIs for product development and innovation?**](https://www.pesec.no/the-puzzle-episode-23/)
- [The Puzzle Episode 24: **What determines the culture of an organization?**](https://www.pesec.no/the-puzzle-episode-24/)
- [The Puzzle Episode 25: **How to manage requirements?**](https://www.pesec.no/the-puzzle-episode-25/)
- [The Puzzle Episode 26: **Can we get it "right the first time"?**](https://www.pesec.no/the-puzzle-episode-26/)
- [The Puzzle Episode 27: **How to anticipate project failure?**](https://www.pesec.no/the-puzzle-episode-27/)
- [The Puzzle Episode 28: **Should we emulate a successful company?**](https://www.pesec.no/the-puzzle-episode-28/)
- [The Puzzle Episode 29: **What does your favourite product reveal about you?**](https://www.pesec.no/the-puzzle-episode-29/)
Here are some of the upcoming inquiries we will tackle:
- Are innovation success stories reliable?
- How can a personal hobby impact professional performance?
- How much process is just enough process?
- Is innovation just a matter of luck?
As always, we welcome your questions as well!
### The Puzzle Episode 29
URL: https://www.pesec.no/the-puzzle-episode-29/
Last updated: 2024-06-20T07:00:42.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## What does your favourite product reveal about you??
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-15/
Last updated: 2024-06-19T06:45:20.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do we provide the space, tooling and methodologies for innovation to teams?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Maintenance
URL: https://www.pesec.no/maintenance/
Last updated: 2024-06-18T06:55:09.000Z
To maintain without improving and innovating is to perpetuate the status quo.
## Three latest posts
[KayfabeIntentionally unreal.Bruno PešecBruno Pešec](https://www.pesec.no/kayfabe/)
[The Puzzle Episode 28Should we emulate a successful company?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-28/)
[Wednesday Innovation Q&A with BrunoHow can we balance the right level of governance to increase reliability for corporate innovation without limiting the value of the innovation output?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-14/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Kayfabe
URL: https://www.pesec.no/kayfabe/
Last updated: 2024-06-17T06:50:33.000Z
In professional wrestling—a form of mock combat mixed with acrobatics and theatrics—athletes assume roles of specific characters and play them out to entertain the audience. Think Hulk Hogan, The Rock, Stone Cold Steve Austin, The Undertaker, and so on.
Kayfabe is a mutual agreement between the fans and wrestlers, that the former will suspend disbelief and the latter will be "in-character" whenever encountered. For all intended purposes, what happens is considered real.
Here comes the catch. The moment a wrestler starts truly believing their kayfabe is real, their mythology has any solid grounding, and they are capable of more than their body actually is—is the moment of their rough downfall.
Business publications are full of corporate successes, great innovations, and stellar leaders. Everything is great, everything always goes according to the plan, and when it doesn't, the Great Leader saves. Such narrative makes for a nice book, article, or interview.
Here comes the catch. The moment a leader starts truly believing their rose-tinted PR and marketing pieces are real, that all successes are theirs and theirs alone, and their organisations are invulnerable and impervious—is the moment of their rough downfall.
### The Puzzle Episode 28
URL: https://www.pesec.no/the-puzzle-episode-28/
Last updated: 2024-06-13T07:00:11.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Should we emulate a successful company?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-14/
Last updated: 2024-06-12T06:45:24.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we balance the right level of governance to increase reliability for corporate innovation without limiting the value of the innovation output?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Multiplicity
URL: https://www.pesec.no/multiplicity/
Last updated: 2024-06-17T06:33:11.000Z
Maintaining an abundance of options and pathways creates fertile ground for innovation.
## Three latest posts
[On learning from successThe other side.Bruno PešecBruno Pešec](https://www.pesec.no/on-learning-from-success/)
[The Puzzle Episode 27How to anticipate project failure?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-27/)
[Wednesday Innovation Q&A with BrunoHow can we make innovation teams more committed and accountable to process?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-13/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On learning from success
URL: https://www.pesec.no/on-learning-from-success/
Last updated: 2024-06-10T06:50:38.000Z
Plenty has been written on importance of learning from [failures](https://www.pesec.no/learning-through-suffering/) and [mistakes](https://www.pesec.no/on-learning-from-mistakes-ii/). While that can certainly be useful, we must also remember to learn from our successes—especially if they were unexpected!
When results exceed our expectations, and our actions work better than expected, then that too is a signal to pause and reflect. Why did it go so well? What can be learned from that? What can we do to increase the odds of similar performance in the future?
[Lean experiments](https://www.pesec.no/on-learning-from-lean-experiments/) and [regular reflections](https://www.pesec.no/on-lean-change-and-reflexivity/) are two simple learning practices that can be implemented right now. Disciplined learning is the path towards [sustained competitiveness](https://www.pesec.no/on-innovation-learning-and-competitive-advantage/).
Why leave it up to chance?
### The Puzzle Episode 27
URL: https://www.pesec.no/the-puzzle-episode-27/
Last updated: 2024-06-06T07:00:27.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to anticipate project failure?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-13/
Last updated: 2024-06-05T06:45:26.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we make innovation teams more committed and accountable to process?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Incredulity
URL: https://www.pesec.no/incredulity/
Last updated: 2024-06-04T07:00:43.000Z
Doubting, probing, questioning—are essential for innovation and improvement.
## Three latest posts
[12 weeks, 12 questions12 weeks of “Wednesday Innovation Q&A Bruno” indexed.Bruno PešecBruno Pešec](https://www.pesec.no/12-weeks-12-questions/)
[The Puzzle Episode 26Can we get it “right the first time”?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-26/)
[Wednesday Innovation Q&A with BrunoHow can we create a strategy that improves innovation outcomes in a global organization?Bruno PešecBruno Pešec](https://www.pesec.no/wiqa-12/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### 12 weeks, 12 questions
URL: https://www.pesec.no/12-weeks-12-questions/
Last updated: 2024-06-03T07:05:02.000Z
For the past 12 weeks I have been answering your innovation questions on [LinkedIn](https://www.linkedin.com/posts/pesec%5Finnovation-index-questions-activity-7203289402712670208-ZVOg?ref=pesec.no). For your convenience I have gathered all the responses on the blog as well.
**Q:** What is innovation and from where does it arise?
**A:**
**Q:** How can you make innovation easier?
**A:**
**Q:** How do you respond to challenges brought by top managers who dismiss innovation and attack it incessantly but without valid arguments?
**A:**
**Q:** How to increase buy-in from leadership along the innovation journey?
**A:**
**Q:** How I can learn to sell innovation at the company?
**A:**
**Q:** How to educate leadership on what is really innovation (vs R&D, vs a buzzword, vs the thing to get rid of as soon as we need to cut the budget)?
**A:**
**Q:** Innovation takes time; how to make deciders understand that innovation is not a cost center with no outputs?
**A:**
**Q:** How to define innovation strategy in line with strategic questions/challenges?
**A:**
**Q:** How can we improve collaboration in R&D and innovation across organizational boundaries?
**A:**
**Q:** How can knowledge and learnings of innovation processes be captured to improve future activities?
**A:**
**Q:** All innovation routes have reported mixed results for decades. Building yourself is not per se worse or better than partnering or acquiring solutions/other companies. If any road can take you there, what is the real meaning of Innovation Strategy these days?
**A:**
**Q:** How can we create a strategy that improves innovation outcomes in a global organization considering different markets e.g. EMEA, China, India, SEA, Americas?
**A:**
Moving on I will be posting these every Wednesday on both [LinkedIn](https://www.linkedin.com/in/pesec/?ref=pesec.no) and blog.
P.S. If you'd like to me to answer *your* question as well then just leave it in the comment below.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-6-june-2024/
Last updated: 2024-08-29T07:25:08.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## On Learning and Sharing
“What is most personal is most universal.” — Carl R. Rogers
I started working on the outline of a new book, tentatively titled **Incorrigible: 42 Meditations on Innovation, Engineering, People, Product, Performance, Work, and Corporate Malarkey**.
The title means "impervious to correction by punishment," an apt description of my professional and personal development!
Here is the first draft of the book blurb:
_This post is for subscribers only._
### The Puzzle Episode 26
URL: https://www.pesec.no/the-puzzle-episode-26/
Last updated: 2024-05-30T07:00:44.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Can we get it "right the first time"?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-12/
Last updated: 2024-06-03T06:15:27.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we create a strategy that improves innovation outcomes in a global organization considering different markets e.g. EMEA, China, India, SEA, Americas?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Illumination
URL: https://www.pesec.no/illumination/
Last updated: 2024-05-28T07:00:04.000Z
Taking action is a great way to shine a light and create more clarity.
Especially if action is followed up with a thoughtful reflection.
## Three latest posts
[The value factoryFive ways to supercharge your innovation process using lean practices.Bruno PešecBruno Pešec](https://www.pesec.no/the-value-factory/)
[The Puzzle Episode 25How to manage requirements?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-25/)
[Illusion of delusionWisdom.Bruno PešecBruno Pešec](https://www.pesec.no/illusion-of-delusion/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The value factory
URL: https://www.pesec.no/the-value-factory/
Last updated: 2024-05-27T07:00:57.000Z
Lean is, among other things, about flow of value. Innovation is about creation of value. And they have more in common than some might like to admit.
In my latest article for [theleanmag](https://www.theleanmag.com/?ref=pesec.no) **Supercharging Innovation with Lean** I describe five lean practices that can improve *any*innovation process:
1. Go to the genba
2. Cause-and-Effect Diagram with the Addition of Cards
3. Better suggestion cards
4. Standard work
5. Know thy knowledge waste
Read the article to learn more about each practice, its applicability to innovation, and recommended further reading. As always, key is taking informed action!
[Supercharging Innovation with LeanFive Ways To Supercharge Your Innovation Process Using Lean PracticesBruno Pesec - Supercharging Innovation with Lean - theleanmag 19.pdf190 KBdownload-circle](https://www.pesec.no/content/files/2024/05/Bruno-Pesec---Supercharging-Innovation-with-Lean---theleanmag-19.pdf "Download")
### The Puzzle Episode 25
URL: https://www.pesec.no/the-puzzle-episode-25/
Last updated: 2024-05-23T07:00:01.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to manage requirements?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-11/
Last updated: 2024-06-03T06:12:32.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"All innovation routes have reported mixed results for decades. Building yourself is not per se worse or better than partnering or acquiring solutions/other companies. If any road can take you there, what is the real meaning of Innovation Strategy these days?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Illusion of delusion
URL: https://www.pesec.no/illusion-of-delusion/
Last updated: 2024-05-21T07:00:21.000Z
Just like movement does not equate progress, neither does invention equate innovation.
## Three latest posts
[Managing innovation at scaleFor your reading pleasure.Bruno PešecBruno Pešec](https://www.pesec.no/managing-innovation-at-scale/)
[The Puzzle Episode 24What determines the culture of the organisation?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-24/)
[Systemic synopticismWhole-world view.Bruno PešecBruno Pešec](https://www.pesec.no/systemic-synopticism/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Managing innovation at scale
URL: https://www.pesec.no/managing-innovation-at-scale/
Last updated: 2024-05-21T06:13:44.000Z
I'm delighted to share an article I contributed to the special issue of HR World magazine dedicated to innovation. You can read it using the player below or by clicking the following [link](https://issuu.com/serbianhrcommunity/docs/hrw%5Fmagazine%5F11/54?ref=pesec.no).
### The Puzzle Episode 24
URL: https://www.pesec.no/the-puzzle-episode-24/
Last updated: 2024-05-16T07:00:57.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## What determines the culture of the organisation?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-10/
Last updated: 2024-06-03T06:11:23.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can knowledge and learnings of innovation processes be captured to improve future activities?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Systemic synopticism
URL: https://www.pesec.no/systemic-synopticism/
Last updated: 2024-05-14T07:00:03.000Z
Make sure to throw a wide net when researching and developing ideas. Explore the past, present, and future—concurrently. Keep the opportunity space amazingly open, and you shall discover amazing opportunities. Or amazingly few. Both findings are amazingly valuable.
## Three latest posts
[On accessibilityMake expertise known.Bruno PešecBruno Pešec](https://www.pesec.no/on-accessibility/)
[The Puzzle Episode 23How to define KPIs for product development and innovation?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-23/)
[Subtraction serendipityBeyond addition.Bruno PešecBruno Pešec](https://www.pesec.no/subtraction-serendipity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On accessibility
URL: https://www.pesec.no/on-accessibility/
Last updated: 2024-05-13T07:00:03.000Z
How can an organisation claim expertise in something if their experts are barely reachable islands in an alternate pocket dimensions?
Beware, spoiler forthcoming.
It can't.
People are experts.
If an organisation wants to benefit from the expertise of its own people, then appropriate structures, systems, and spaces need to be put in place.
The larger the organisation, the more important those are.
Experts' expertise needs to be communicated.
Peoples' needs need to be communicated.
Organisations' priorities need to be communicated.
Then those who can offer expertise and those that need expertise can match on their own—in the service of furthering their common goal.
Simple and yet so difficult in practice.
### The Puzzle Episode 23
URL: https://www.pesec.no/the-puzzle-episode-23/
Last updated: 2024-05-09T07:00:44.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to define KPIs for product development and innovation?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-9/
Last updated: 2024-06-03T06:09:49.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can we improve collaboration in R&D and innovation across organizational boundaries?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Subtraction serendipity
URL: https://www.pesec.no/subtraction-serendipity/
Last updated: 2024-05-07T07:00:44.000Z
Removing features and functionality is also value creation.
## Three latest posts
[Understand failurePlease don’t fall for the survivor bias.Bruno PešecBruno Pešec](https://www.pesec.no/understand-failure/)
[The Puzzle Episode 22How to learn faster?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-22/)
[LucidityIn pursuit of clarity.Bruno PešecBruno Pešec](https://www.pesec.no/lucidity/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Understand failure
URL: https://www.pesec.no/understand-failure/
Last updated: 2024-05-06T07:13:48.000Z
Why are some companies able to innovate with few resources while others can't birth new valuable ideas despite all their resources, people, and smarts?
How come that replicating practices of innovation titans rarely produces outstanding results?
While success stories might seem more attractive, it is in studying failure we can find incredible value.
First, there will always be more failed than successful ideas, projects, ventures, and businesses.
Second, by understanding what do failures have in common we can come up with a solid, generalised list of mistakes to avoid at all cost.
Third, we can proactively and preemptively work on avoiding those same mistake that brought ruin to others.
You might find the following innovation mistakes and misconceptions worth studying:
[9 Big Don’ts of Corporate InnovationHow to spot and avoid costly innovation mistakes.Bruno PešecBruno Pešec](https://www.pesec.no/9-big-donts-of-corporate-innovation/)
[20 Common Misconceptions About Corporate InnovationSeeing differently, acting differently.Bruno PešecBruno Pešec](https://www.pesec.no/20-common-misconceptions-about-corporate-innovation/)
[Avoid stupid decisions: most common cognitive biases and logical fallaciesHow can you improve your decision making skills? Webinar recording on exactly that topic.Bruno PešecBruno Pešec](https://www.pesec.no/avoid-stupid-decisions-most-common-cognitive-biases-and-logical-fallacies/)
### The Puzzle Episode 22
URL: https://www.pesec.no/the-puzzle-episode-22/
Last updated: 2024-05-02T07:00:07.000Z
In ***The Puzzle Podcast** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to learn faster?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-5-may-2024/
Last updated: 2024-05-06T06:11:10.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## Five ways to supercharge your innovation process using lean practices
Lean is about flow of value. Innovation is about creation of value. And they have more in common than some might like to admit.
In this issue I will spotlight five specific lean practices and how they can be leveraged to innovate better. Each practice is briefly introduced, followed by applicability for innovation. Finally, I include recommended reading for further erudition and enjoyment.
My aspiration is to inspire you to action, for merely reading the list below won't make you a better innovator!
_This post is for subscribers only._
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-8/
Last updated: 2024-06-03T06:07:57.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to define innovation strategy in line with strategic questions/challenges?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Lucidity
URL: https://www.pesec.no/lucidity/
Last updated: 2024-04-30T07:00:36.000Z
What looks so effortlessly clear and concise is often a result of hard work, numerous iterations, and intimate understanding of the matter at hand.
Therefore, do not despair if your ideas and strategies are not understood, but commit to put in the work to make them clearer to yourself and others.
## Three latest posts
[Puzzle fragments IVOne piece at a time.Bruno PešecBruno Pešec](https://www.pesec.no/puzzle-fragments-iv/)
[The Puzzle Episode 21How do large language models impact development projects?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-21/)
[LethargyBreak the spell!Bruno PešecBruno Pešec](https://www.pesec.no/lethargy/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Puzzle fragments IV
URL: https://www.pesec.no/puzzle-fragments-iv/
Last updated: 2024-04-29T07:00:03.000Z
[Isaak](https://www.pesec.no/author/overbring/) and I continue exploring difficult business questions. For the past two months we ruminated on product development, innovation, and change management:
- [The Puzzle Episode 16: **Is every invention an innovation?**](https://www.pesec.no/the-puzzle-episode-16/)
- [The Puzzle Episode 17: **Why should anyone buy your product?**](https://www.pesec.no/the-puzzle-episode-17/)
- [The Puzzle Episode 18: **How to stress-test a business plan?**](https://www.pesec.no/the-puzzle-episode-18/)
- [The Puzzle Episode 19: **Why won’t my team innovate?**](https://www.pesec.no/the-puzzle-episode-19/)
- [The Puzzle Episode 20: **Is change management still a thing?**](https://www.pesec.no/the-puzzle-episode-20/)
- [The Puzzle Episode 21: **How do large language models impact development projects?**](https://www.pesec.no/the-puzzle-episode-21/)
Forthcoming questions:
- How to learn faster?
- How to define KPIs for product development and innovation?
- What determines the culture of the organisation?
- How to manage requirements?
Comment below if you'd like to throw in your question as well.
### The Puzzle Episode 21
URL: https://www.pesec.no/the-puzzle-episode-21/
Last updated: 2024-04-25T07:00:55.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How do large language models impact development projects?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-7/
Last updated: 2024-06-03T06:07:05.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"Innovation takes time; how to make deciders understand that innovation is not a cost center with no outputs?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Lethargy
URL: https://www.pesec.no/lethargy/
Last updated: 2024-04-23T07:01:19.000Z
You can't break innovation lassitude by doing nothing. Even the slightest action can break the torpor!
## Three latest posts
[Three ways to increase innovation ROIThe art of disciplined investing.Bruno PešecBruno Pešec](https://www.pesec.no/three-ways-to-increase-innovation-roi/)
[The Puzzle Episode 20Is change management still a thing?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-20/)
[LighthouseOn navigation.Bruno PešecBruno Pešec](https://www.pesec.no/lighthouse/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Three ways to increase innovation ROI
URL: https://www.pesec.no/three-ways-to-increase-innovation-roi/
Last updated: 2024-04-22T07:00:02.000Z
Three practices for reducing risk of investing, improving success odds, and increasing return on investments in corporate innovation:
1. Focus on opportunities with sizable upside.
2. Control expenses & investments through dedicated innovation budget and metered funding (i.e., release funds in tranches).
3. Measure innovation at different levels: strategic (portfolio), managerial (funnel), and operational (speed of learning and traction).
Apply the above together for best results.
### The Puzzle Episode 20
URL: https://www.pesec.no/the-puzzle-episode-20/
Last updated: 2024-04-18T07:00:57.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Is change management still a thing?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-6/
Last updated: 2024-06-03T06:06:03.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to educate leadership on what is really innovation (vs R&D, vs a buzzword, vs the thing to get rid of as soon as we need to cut the budget)?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Lighthouse
URL: https://www.pesec.no/lighthouse/
Last updated: 2024-04-16T07:00:51.000Z
Build a lighthouse so your corporate innovators, disruptors, and shakers can find the way back home.
## Three latest posts
[Slow down to go fasterThinking and acting as one.Bruno PešecBruno Pešec](https://www.pesec.no/slow-down-to-go-faster/)
[The Puzzle Episode 19Why won’t my team innovate?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-19/)
[Ten years of Playing LeanA little gift for the decennial anniversary.Bruno PešecBruno Pešec](https://www.pesec.no/ten-years-of-playing-len/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Slow down to go faster
URL: https://www.pesec.no/slow-down-to-go-faster/
Last updated: 2024-04-15T07:00:40.000Z
Jumping frantically from one opportunity to another might feel like good, solid work. Action! Execution! Drive!
Alas, uncritical pursuit of any opportunity, no matter how lucrative, innovative, and groundbreaking it might seem, runs a high risk of wasting time, money, and resources.
Bursts of hyper-focused work should be followed by brief reflexive pauses. That allows us to check expectations with reality; adjust course based on new data and insight; and increase awareness of the big picture.
*P.S. Looking for some questions to kick off your reflective pause? Feel free to use those I've shared* [*here*](https://www.pesec.no/on-lean-change-and-reflexivity/)*,* [*here*](https://www.pesec.no/the-innovators-attitude-volume-1-issue-5-july-2022/)*,* [*here*](https://www.pesec.no/reflect-2021/)*, and* [*here*](https://www.pesec.no/reflect-2020/)*.*
### The Puzzle Episode 19
URL: https://www.pesec.no/the-puzzle-episode-19/
Last updated: 2024-04-11T07:00:10.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Why won’t my team innovate?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Ten years of Playing Lean
URL: https://www.pesec.no/ten-years-of-playing-len/
Last updated: 2024-04-14T12:46:40.000Z
In, now distant, 2014, my friend Simen Fure Jørgensen came up with an idea of using a board game to teach Lean Startup to a group of busy executives.
Here we are ten years later, with a second edition of the game under our belt, more than 200 facilitators world-wide, and demand still going strong.
To celebrate our decennial anniversary we are giving **free world-wide shipping** until May 1st as long as you order at least two or up to 12 games.
You can order them [here](https://link.pbsc.no/getplayinglean?ref=pesec.no).
## Three latest posts
[On knowledge wasteWaste not, want not.Bruno PešecBruno Pešec](https://www.pesec.no/on-knowledge-waste/)
[The Puzzle Episode 18How to stress-test a business plan?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-18/)
[Beckoning bedlamSafe voyage!Bruno PešecBruno Pešec](https://www.pesec.no/beckoning-bedlam/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On knowledge waste
URL: https://www.pesec.no/on-knowledge-waste/
Last updated: 2024-04-08T07:00:22.000Z
Innovation, as a process, is fundamentally about knowledge generation.
We have a number of unknowns, and we are running experiments to learn more about our assumptions and hypotheses. As we learn, we tweak our direction little by little, until we have that hit innovation.
In [*Lean Product and Process Development*](https://www.lean.org/store/book/lean-product-and-process-development-2nd-edition/?ref=pesec.no) Ward and Sobek describe nine knowledge wastes in depth:
- Scatter. Waste caused by interruptions in the design process.
- Communication barriers. Waste caused by interrupted flow of knowledge.
- Poor tools. Waste caused by inefficient techniques.
- Hand-off. Waste caused by separation of knowledge, responsibility, action, and feedback.
- Useless information. Waste caused by having to create progress reports and observe red tape due to hands-off approach.
- Waiting. Waste caused by waiting for each other due to gated, linear processes.
- Wishful thinking. Waste caused by making decisions without data.
- Testing to specifications. Waste caused by testing according to design specifications instead of failure.
- Discarded knowledge. Waste caused by failing to document all the learning accumulated during development.
Addressing any of the above is a great way to improve existing innovation processes.
### The Puzzle Episode 18
URL: https://www.pesec.no/the-puzzle-episode-18/
Last updated: 2024-04-04T07:00:53.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to stress-test a business plan?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-5/
Last updated: 2024-06-03T06:04:52.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How I can learn to sell innovation at the company?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Beckoning bedlam
URL: https://www.pesec.no/beckoning-bedlam/
Last updated: 2024-04-02T07:00:36.000Z
To the wise pandemonium is a whirlpool of creative energy to be tapped into.
To the foolish pandemonium is the only place where innovation happens.
## Upcoming growth opportunities with Bruno
### April 3: Corporate Innovation Roundtable
Space to discuss specific best practices and challenges with innovating in large enterprises. [Chatham House Rule](https://www.chathamhouse.org/about-us/chatham-house-rule?ref=pesec.no). Registration is free, but limited to eight seats. [Sign-up here](https://link.pbsc.no/innovationroundtable?ref=pesec.no).
## Three latest posts
[Go where the action isFirst-hand experience is priceless.Bruno PešecBruno Pešec](https://www.pesec.no/go-where-the-action-is/)
[The Puzzle Episode 17Why should anyone buy your product?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-17/)
[The innovation paradoxOn impossibility.Bruno PešecBruno Pešec](https://www.pesec.no/the-innovation-paradox/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-4-april-2024/
Last updated: 2024-04-01T08:28:41.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## One system, few roles
Innovation practices I write about are connected.
Rarely will they deliver spectacular results if implemented in isolation, completely disassociated from your everyday business.
Think of them as a part of an innovation management system—a network—of activities, practices, and people.
Together they make a cohesive whole that produces great results with relatively modest inputs.
Although exact parts of such systems are unique to each organisation, we can abstract several elements that are almost always expected.
_This post is for subscribers only._
### Go where the action is
URL: https://www.pesec.no/go-where-the-action-is/
Last updated: 2024-04-01T07:04:23.000Z
Best ideas emerge at the points of friction, dissatisfaction, and frustration; not in a context-less vacuum of corporate ivory towers or neatly decorated meeting rooms.
Innovation is about creating value for the customer through new products, services, or business models. Immerse yourself in the hands-on practice, whatever that might be for your business. Become intimate with your customers’ circumstances!
That is critical to understanding what they truly value.
### The Puzzle Episode 17
URL: https://www.pesec.no/the-puzzle-episode-17/
Last updated: 2024-03-28T08:00:47.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Why should anyone buy your product?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-4/
Last updated: 2024-06-03T06:02:41.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How to increase buy-in from leadership along the innovation journey?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### The innovation paradox
URL: https://www.pesec.no/the-innovation-paradox/
Last updated: 2024-03-26T08:00:49.000Z
Innovations that shape the business invent possible from possible.
Innovations that shape the world invent impossible from possible.
## Upcoming growth opportunities with Bruno
### April 3: Corporate Innovation Roundtable
Space to discuss specific best practices and challenges with innovating in large enterprises. [Chatham House Rule](https://www.chathamhouse.org/about-us/chatham-house-rule?ref=pesec.no). Registration is free, but limited to eight seats. [Sign-up here](https://link.pbsc.no/innovationroundtable?ref=pesec.no).
## Three latest posts
[Experimentation mattersIt’s a great way to reduce uncertainty!Bruno PešecBruno Pešec](https://www.pesec.no/experimentation-matters/)
[The Puzzle Episode 16Is every invention an innovation?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-16/)
[BrittlenessHere be sharp edges.Bruno PešecBruno Pešec](https://www.pesec.no/brittleness/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Experimentation matters
URL: https://www.pesec.no/experimentation-matters/
Last updated: 2024-03-25T08:00:17.000Z
Business experimentation isn't limited "just" to testing if customers would prefer mint or strawberry flavour, nor if they would react better to this or that phrasing. No, we can set learning experiments for everything, no matter how big or small the question is. Transformation efforts, strategic choices, investment options—you name it! Experimentation is a great way to learn about the world. Why limit it only to products?
### The Puzzle Episode 16
URL: https://www.pesec.no/the-puzzle-episode-16/
Last updated: 2024-03-21T08:00:25.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Is every invention an innovation?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
[****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle) the topic we should cover next.
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-3/
Last updated: 2024-06-03T06:01:29.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How do you respond to challenges brought by top managers who dismiss innovation and attack it incessantly but without valid arguments?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Brittleness
URL: https://www.pesec.no/brittleness/
Last updated: 2024-03-19T08:00:08.000Z
Brittle business models are firm and withstand pressure until they don't. They give mere seconds of heads up before they shatter spectacularly, harming all involved in the progress. Identify your brittle spots so you can temper them before it is too late. There are no second chances when it comes to brittleness.
## Upcoming growth opportunities with Bruno
### April 3: Corporate Innovation Roundtable
Space to discuss specific best practices and challenges with innovating in large enterprises. [Chatham House Rule](https://www.chathamhouse.org/about-us/chatham-house-rule?ref=pesec.no). Registration is free, but limited to eight seats. [Sign-up here](https://link.pbsc.no/innovationroundtable?ref=pesec.no).
## Three latest posts
[Puzzle fragments IIIA reflective interlude.Bruno PešecBruno Pešec](https://www.pesec.no/puzzle-fragments-iii/)
[The Puzzle Episode 15Is company a family?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-15/)
[BounceShake it off and move on.Bruno PešecBruno Pešec](https://www.pesec.no/bounce/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Puzzle fragments III
URL: https://www.pesec.no/puzzle-fragments-iii/
Last updated: 2024-03-18T08:00:37.000Z
[Isaak](https://www.pesec.no/author/overbring/) and I have been discussing tough business questions "in the open" since last October. We created a little sandbox for us by defining three simple boundaries: (1) focus on practical questions, (2) speak from personal experiences, and (3) limit the conversation to ten minutes.
At that time we felt that "puzzles" is an apt metaphor for our joint exploration. Reflecting on the past nine episodes I begin to wonder if we are examining puzzle pieces from the same puzzle box or if we are in fact dealing with multiple puzzle boxes:
- [Episode 7: **Are more customers always a good thing?**](https://www.pesec.no/the-puzzle-episode-7/)
- [Episode 8: **How to foster continuous improvement in an R&D team?**](https://www.pesec.no/the-puzzle-episode-8/)
- [Episode 9: **How to recognise latent potential?**](https://www.pesec.no/the-puzzle-episode-9/)
- [Episode 10: **How to have a productive conflict?**](https://www.pesec.no/the-puzzle-episode-10/)
- [Episode 11: **How to integrate customer feedback into your product?**](https://www.pesec.no/the-puzzle-episode-11/)
- [Episode 12: **How to make good decisions in product development?**](https://www.pesec.no/the-puzzle-episode-12/)
- [Episode 13: **How to turn a stagnating project around?**](https://www.pesec.no/the-puzzle-episode-13/)
- [Episode 14: **How to move fast without breaking things?**](https://www.pesec.no/the-puzzle-episode-14/)
- [Episode 15: **Is company a family?**](https://www.pesec.no/the-puzzle-episode-15/)
Either way, here are questions we plan to tackle next:
- Is every invention an innovation?
- Why should anyone buy your product?
- How to stress-test a business plan?
- Why won't my team innovate?
- Is change management still a thing?
- How do large language models impact development projects?
And perhaps a more thorough reflection episode would be warranted as well!
*P.S. Email me if you have a topic that you'd like us to discuss.*
### The Puzzle Episode 15
URL: https://www.pesec.no/the-puzzle-episode-15/
Last updated: 2024-03-18T16:23:52.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Is company a family?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-2/
Last updated: 2024-06-03T06:00:07.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"How can you make innovation easier?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Bounce
URL: https://www.pesec.no/bounce/
Last updated: 2024-03-12T08:00:56.000Z
Be grateful for all solicited feedback, even if it is negative or less than you expected. Ask follow-up questions and try to dig into what is behind it. Ask variants of *why*, *how so*, and *could you share more* and listen carefully. Every setback is an opportunity to bounce back, even better than before.
## Upcoming growth opportunities with Bruno
**90-day Innovation Management coaching**: I’ll help you design, enhance, and implement innovation strategy and system, with a weekly call and unrestricted email. This is not a regular offering of mine, and it’s intended to help leaders like you during crunch time. I have limited slots available, write to me at bruno@pesec.no to secure yours.
## Three latest posts
[More than the beginningsInnovate anytime, anywhere.Bruno PešecBruno Pešec](https://www.pesec.no/more-than-the-beginnings/)
[The Puzzle Episode 14How to move fast without breaking things?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-14/)
[Contested territorySails ahoy!Bruno PešecBruno Pešec](https://www.pesec.no/contested-territory/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### More than the beginnings
URL: https://www.pesec.no/more-than-the-beginnings/
Last updated: 2024-03-11T08:00:21.000Z
Innovation is so much more than that initial outburst of creative energy and drive at the inception of something new. There is potential for value creation throughout the whole lifecycle of any single business, product, or service. Just because something is dormant or has accumulated cruft does not mean it cannot be stirred up, shaken, and improved upon.
### The Puzzle Episode 14
URL: https://www.pesec.no/the-puzzle-episode-14/
Last updated: 2024-03-07T08:00:08.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to move fast without breaking things?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Wednesday Innovation Q&A with Bruno
URL: https://www.pesec.no/wiqa-1/
Last updated: 2024-06-03T06:00:18.000Z
Every Wednesday I answer one of your innovation questions.
## Question
"What is innovation and from where does it arise?"
## Answer
**P.S. Got a question of your own? Share it in the comment below.*
### Contested territory
URL: https://www.pesec.no/contested-territory/
Last updated: 2024-03-05T13:08:32.000Z
Red oceans might not be attractive growth segments, but they sure are a fertile ground for testing and learning at the expense of others.
## Upcoming growth opportunities with Bruno
**90-day Innovation Management coaching:** I’ll help you design, enhance, and implement innovation strategy and system, with a weekly call and unrestricted email. This is not a regular offering of mine, and it’s intended to help leaders like you during crunch time. I have limited slots available, write to me at [bruno@pesec.no](mailto:bruno@pesec.no?subject=90-day%20coaching%20in%20Innovation%20Management) to secure yours.
## Three latest posts
[The Innovator’s Handbook 2024Download your copy for free.Bruno PešecBruno Pešec](https://www.pesec.no/the-innovators-handbook-2024/)
[The Puzzle Episode 13How to turn a stagnating project around?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-13/)
[Ceremonial ritesBring out the incense!Bruno PešecBruno Pešec](https://www.pesec.no/ceremonial-rites/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The Innovator's Handbook 2024
URL: https://www.pesec.no/the-innovators-handbook-2024/
Last updated: 2024-03-04T08:00:40.000Z
> The "must-read" + "must-do" handbook for everyone leading and doing innovation in large organizations. Whilst innovation remains a top priority for every CEO, recently we have again witnessed that when markets are uncertain and costs need to be cut, “innovation” is also amongst the first to be impacted.
This year's [Innovator's Handbook](https://innov8rs.co/ihb24/?ref=pesec.no) includes my article on [Viable Innovation Teams](https://innov8rs.co/ihb24-online/viable-innovation-teams/?ref=pesec.no). You can download the whole handbook—which includes 58 articles on innovation—from [this link](https://innov8rs.co/ihb24/?ref=pesec.no) or using the button below (accessible only for subscribers).
_This post is for subscribers only._
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-3-march-2024/
Last updated: 2024-04-01T08:24:17.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## Many ideas, one portfolio
Succeeding with innovation is a numbers game.
In other words, if you want to see attractive returns on investment then you ought to be investing in multiple ideas and innovation projects. A great way to manage these is by adopting a portfolio approach.
Alas, portfolio theory is too expansive to cover it all in a single newsletter, so I will focus on specifics for innovation portfolios.
_This post is for subscribers only._
### The Puzzle Episode 13
URL: https://www.pesec.no/the-puzzle-episode-13/
Last updated: 2024-02-29T08:00:58.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to turn a stagnating project around?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Ceremonial rites
URL: https://www.pesec.no/ceremonial-rites/
Last updated: 2024-02-27T08:00:32.000Z
Ceremonial rites can be great for cults and sects but are probably not the best fit for a workplace. Being pragmatic, taking action, and learning from the results is much more conductive to above average business performance.
## Upcoming growth opportunities with Bruno
**90-day Innovation Management support:** I’ll help you design, enhance, and implement innovation strategy and system, with a weekly call and unrestricted email. This is not a regular offering of mine, and it’s intended to help leaders like you during crunch time. I have limited slots available, write to me at [bruno@pesec.no](mailto:bruno@pesec.no?subject=90-day%20coaching%20in%20Innovation%20Management) to secure yours.
## Three latest posts
[On squigglesIt’s all about perspective.Bruno PešecBruno Pešec](https://www.pesec.no/on-squiggles/)
[The Puzzle Episode 12How to make good decisions in product development?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-12/)
[Credible promisesOn trustworthiness.Bruno PešecBruno Pešec](https://www.pesec.no/credible-promises/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On squiggles
URL: https://www.pesec.no/on-squiggles/
Last updated: 2024-02-26T08:10:17.000Z
People like to use squiggly lines to show how non-linear the world is. And yet, if you zoom in enough even the curviest of curves can be approximated with a straight line (i.e. a tangent).
Sure, innovation is a squiggly line, but that doesn't mean it should be up to luck for navigating it. Zooming in to the right level is helpful for making an informed decision about what to do next.
Holding both views—concurrently—allows us to handle uncertainty better.
### The Puzzle Episode 12
URL: https://www.pesec.no/the-puzzle-episode-12/
Last updated: 2024-02-22T08:00:43.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to make good decisions in product development?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Credible promises
URL: https://www.pesec.no/credible-promises/
Last updated: 2024-02-20T08:00:11.000Z
Why should your prospective customers trust you? What makes your claims believable? Is what you say and what you do congruent? Would your existing customers vouch for you? What would they say about your ability to keep a promise?
## Upcoming growth opportunities with Bruno
**90-day Innovation Management support:** I’ll help you design, enhance, and implement innovation strategy and system, with a weekly call and unrestricted email. This is not a regular offering of mine, and it’s intended to help leaders like you during crunch time. I have limited slots available, write to me at [bruno@pesec.no](mailto:bruno@pesec.no?subject=90-day%20coaching%20in%20Innovation%20Management) to secure yours.
## Three latest posts
[On learning from mistakesA conversation with Mark Graban of the My Favorite Mistake podcast.Bruno PešecBruno Pešec](https://www.pesec.no/on-learning-from-mistakes-ii/)
[The Puzzle Episode 11How to integrate customer feedback into your product?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-11/)
[ScrupulumWhat will you do about it?Bruno PešecBruno Pešec](https://www.pesec.no/scrupulum/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On learning from mistakes
URL: https://www.pesec.no/on-learning-from-mistakes-ii/
Last updated: 2024-02-19T08:00:26.000Z
I've recently discussed what I learned from failures and setbacks I've experienced with Mark Graban of the [My Favorite Mistake podcast](https://www.markgraban.com/building-a-prototype-the-customer-didnt-believe-bruno-pesec/?ref=pesec.no).
You can watch the episode [here](https://www.youtube.com/watch?v=4-ncfR99o6c&ref=pesec.no), or listen using the player below:
*Detailed summary and full episode transcript can be accessed* [*here*](https://www.markgraban.com/building-a-prototype-the-customer-didnt-believe-bruno-pesec/?ref=pesec.no)*.*
### The Puzzle Episode 11
URL: https://www.pesec.no/the-puzzle-episode-11/
Last updated: 2024-02-15T08:00:26.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to integrate customer feedback into your product?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Scrupulum
URL: https://www.pesec.no/scrupulum/
Last updated: 2024-02-13T08:00:57.000Z
What do you do when tiny, sharp stones get into your shoes?
Do you keep on walking, hoping they fall out or roll somewhere where they don't prick you?
Or you pause to take off the shoe and throw the offending stones out?
And what do you do next?
## Upcoming growth opportunities with Bruno
**90-day Innovation Management support:** I’ll help you design, enhance, and implement innovation strategy and system, with a weekly call and unrestricted email. This is not a regular offering of mine, and it’s intended to help leaders like you during crunch time. I have limited slots available, write to me at [bruno@pesec.no](mailto:bruno@pesec.no?subject=90-day%20coaching%20in%20Innovation%20Management) to secure yours.
## Three latest posts
[Better innovation strategiesA mix of tactics updated when needed.Bruno PešecBruno Pešec](https://www.pesec.no/better-innovation-strategies/)
[On fostering innovationA conversation with Chris Dubois of the Unbound podcast.Bruno PešecBruno Pešec](https://www.pesec.no/on-fostering-innovation/)
[Secret use of standardsA perennial pursuit of perfection.Bruno PešecBruno Pešec](https://www.pesec.no/secret-use-of-standards/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Better innovation strategies
URL: https://www.pesec.no/better-innovation-strategies/
Last updated: 2024-02-12T08:00:54.000Z
Great innovation strategy (i) consists of a mix of different pathways to value creation based on available capabilities, opportunities and business ambition, and (ii) is adjusted as needed based on new insight and learnings.
If you aspire to create and implement better innovation strategies, then you might find the following resources useful:
- [The elusive innovation strategy](https://www.pesec.no/the-elusive-innovation-strategy/)
- [How to formulate a winning innovation strategy](https://www.pesec.no/how-to-formulate-a-winning-innovation-strategy-by-bruno-pesec/)
- [Unhappy with your innovation strategy? Ask these nine questions](https://www.pesec.no/unhappy-with-your-innovation-strategy-ask-these-nine-question/)
- [Seven innovation strategy caveats](https://www.pesec.no/seven-innovation-strategy-caveats/)
- [What do innovation strategy and a rock have in common?](https://www.pesec.no/what-do-innovation-strategy-and-a-rock-have-in-common/)
- [How to develop an innovation strategy](https://www.pesec.no/how-to-develop-an-innovation-strategy/)
- [How to introduce an innovation strategy into your company](https://www.pesec.no/how-to-introduce-an-innovation-strategy-into-your-company/)
- [The simplest way to check your innovation strategy](https://www.pesec.no/the-simplest-way-to-check-your-innovation-strategy/)
- [Measuring the performance of innovation strategy](https://www.pesec.no/measuring-the-performance-of-innovation-strategy/)
- [On one-page innovation strategy](https://www.pesec.no/on-one-page-innovation-strategy/)
And [over 200 other posts](https://www.pesec.no/tag/strategy/) I've written on strategy.
### On fostering innovation
URL: https://www.pesec.no/on-fostering-innovation/
Last updated: 2024-02-08T08:00:50.000Z
I've recently discussed innovation with Chris Dubois of the Unbound podcast. You can listen to the episode [here](https://share.transistor.fm/s/31b1f15b?ref=pesec.no) or using the player below:
### Secret use of standards
URL: https://www.pesec.no/secret-use-of-standards/
Last updated: 2024-02-06T08:01:36.000Z
Find the best way to do something.
Then standardise the process.
Then break the standard to find even better way to do it.
## Upcoming growth opportunities with Bruno
### Feb 7: Online Playing Lean Workshop APAC
Wednesday 10:00–12:30 Australian Eastern Standard Time. [Click here to learn more](https://link.pbsc.no/plw-apac?ref=pesec.no).
### Feb 9: Online Playing Lean Workshop Americas
Friday 10:00–12:30 Central Standard Time. [Click here to learn more](https://link.pbsc.no/plw-americas?ref=pesec.no).
## Three latest posts
[Why ISO standards fall short in innovation managementGive them a wide berth.Bruno PešecBruno Pešec](https://www.pesec.no/why-iso-standards-fall-short-in-innovation-management/)
[Systems and superstars IIPutting things into a perspective.Bruno PešecBruno Pešec](https://www.pesec.no/systems-and-superstars-ii/)
[Systems and superstarsOn succeeding in the long run.Bruno PešecBruno Pešec](https://www.pesec.no/systems-and-superstars/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Why ISO standards fall short in innovation management
URL: https://www.pesec.no/why-iso-standards-fall-short-in-innovation-management/
Last updated: 2024-02-05T08:05:33.000Z
*Co-authored with* [*Dan Toma*](https://danto.ma/?ref=pesec.no)*.*
There are companies nowadays that are recognizing the importance of innovation for their long term strategic intent. Some of these companies have had great experiences with innovation in the past and just want to double-down on the effort and professionalize the practice; while others want to do it, prompted by the success competitors had with innovation-led growth.
Regardless of the ‘why’ most companies struggle with the ‘how’. From these, there are some that turn to industry standards as a guide. However, at a closer look, the ISO 56000 family of standards for Innovation Management, has limitations when it comes to helping companies get real results from their investments in innovation:
## 1\. Standards are not what they used to be
Standardization efforts were primarily driven by the manufacturing field, especially following the devastating effects of World War II. Great majority of standards were focused on specific material parts, properties, applications, and similar. They were objective, dry, devoid of personal opinions, and based on verifiable empirical data. They had clear causal relationships: if this, then that. Engineers and other professionals could rely on them, and use them to improve quality, drive down costs, and achieve better safety.
Then in the 70's quality management system standard began to gain popularity. What was at first just a few pages of guidelines with very clear and sharp sentences (BS 5750:1979), has today exploded into a document that needs a document that needs a document to be wholly understood (ISO 9000:2015). Unfortunately, from what we have read, the ISO 56000 family of standards is firmly in the tradition of modern-day, bloated and unverifiable, shovel-ware pushed by the International Organization for Standardization (ISO).
## 2\. A history of unethical behavior and conflict of interests
ISO grew and slowly consolidated the world of standards. At one moment they decided that printing and selling standards will be their main business. Forget end-customers' benefits of implementing such standards! Just publish more, more, more! Instead of fighting so-called certificate mills (places where organizations can buy ISO certificates at low price and without any quality control), they doubled down on the mass production model.
Another problem is that practitioners in various technical committees (an organizational unit which develops a certain family of standards at ISO) were slowly replaced with auditors and consultants. These same people would work on the standards and then publish guides to getting certified before the standards were even live! Christopher Paris has been meticulously documenting [ISO's misbehavior](https://www.oxebridge.com/emma/category/opinion/?ref=pesec.no), including conflict of interest for at least [one author of ISO 56001](https://www.oxebridge.com/emma/standard-update-iso-56001-on-innovation-management-systems/?ref=pesec.no). So much about standards being independent and objective.
## 3\. Getting ISO management system certified
There was a time when organizations relied on ISO standards like ISO 9001 Quality Management Systems and ISO 14001 Environment Management Systems. Alas, today due to all the problems listed above, including certificate mills, getting certified has been completely disassociated from actual systems and firms' performance. It has turned into a large-scale kabuki theater where organizations put things on paper, and auditors then pretend they are real, so they can stamp another piece of paper that will be hung somewhere. In other words, just like you don't need ISO 9001 to implement a quality management system, you also don't need ISO 56001 to implement an innovation management system. In fact, you might be better off without them.
## So, what’s the alternative?
€1200 is how much it'd cost you to get all the published ISO 56000 standards. You can get 40 great books on innovation management for that price.
In fact, if you want to take a deep dive into innovation management and are interested in practical know-how, we wholeheartedly recommend you the following ten books:
1. *The Corporate Startup* by Tendayi Viki, Dan Toma, and Esther Gons. A comprehensive manual for creating and implementing an innovation ecosystem.
2. *The Crux* by Richard Rumelt. Helps you understand what a sound strategy looks like and helps you develop one offering a clear set of tools and techniques on the topic.
3. *Discovery Driven Growth* by Rita McGrath. The book presents a comprehensive process that lets you identify, manage, and leverage your company's full portfolio of opportunities.
4. *Mapping Innovation* by Greg Satell. Provides a simple-to-use framework for identifying the optimal innovation strategy that is most likely to lead to a successful outcome and a step-by-step guide to creating your own innovation playbook.
5. *Game Changing Strategies* by Constatinos Markides. Great book on business model innovation and business ambidexterity with numerous less-known examples.
6. *What Customers Want* by Tony Ulwick. The best primer on jobs-to-be-done and outcome-driven innovation.
7. *Building a Culture of Innovation* by Cris Beswick, Derek Bishop, Jo Geraghty. Presents a practical framework that you can follow to design and embed a culture of innovation in your business.
8. *Dual Transformation* by Scott Anthony, Clark Gilbert and Mark Johnson. Propose a practical and sustainable approach to transforming your business in the face of imminent disruption.
9. *How to Measure Anything* by Douglas Hubbard. A guide on how to think about measuring so you can design meaningful metrics—for anything.
10. *Innovation Accounting* by Dan Toma and Esther Gons. Everything you need to know about measuring and tracking innovation—from strategy to portfolio to innovation teams.
The path to innovation-led growth doesn't hinge on conforming to a standardized checklist, but on understanding your company, its strategic needs and above all, the value creation process (innovation process). In other words, success won’t come from adhering to a standardized script; but from crafting an innovation system that is authentic, impactful, and tailored to the individual needs and aspirations of your organization. But this won’t be something you’ll be able to turn around in one quarter as it requires discipline and perseverance.
However, if all you need is for your company to just look proficient with innovation while having close to zero returns, or have a badge to hang on the wall or on PowerPoint presentations that will distinguish you from other as a company caring more about image than substance, or you simply just need to justify in front of the board the past and future innovation budgets, then the ISO Standard for Innovation Management might be exactly what you are looking for.
### THE INNOVATOR'S ATTITUDE
URL: https://www.pesec.no/the-innovators-attitude-volume-3-issue-2-february-2024/
Last updated: 2024-02-05T08:41:25.000Z
*A monthly newsletter with the objective of helping leaders innovate profitably by providing them with best practices, models, and different perspectives.*
## One target, many tactics
Become more innovative” is not a target, it is an aspiration.
In corporate context, innovation is “just” one of many internal activities. It competes for attention and resources with daily operations and a vast number of other, mundane, activities.
_This post is for subscribers only._
### Systems and superstars II
URL: https://www.pesec.no/systems-and-superstars-ii/
Last updated: 2024-02-01T08:33:21.000Z
Expanding on this week's [Bruno Unfiltered](https://www.pesec.no/systems-and-superstars/):
> Improving the average innovation performance across the organisation is the key for the long-term success with innovation. Focus on systems, not superstars.
Let's illustrate the above with numbers.
Imagine a small organisation with ten innovators:
- Nine have average performance (40%).
- One is superstar (80% performance).
Now imagine you have two improvement options at hand:
- Hire another superstar (100% improvement of superstar team).
- Invest in on-the-job training and innovation skills to go from 40% to 50% performance (25% improvement for everybody else).
Assume cost is similar (superstar will need to be on-boarded, training will take time, it works out evenly).
Which is a better option for *systemic innovation performance*?
Hiring additional superstar—a 100% "local" improvement!—yields a 9% innovation performance improvement for the whole system.
Investing in increasing the average proficiency with innovation—a 25% "local" improvement—yields a 20% innovation performance improvement for the whole system.
Twice as much for a quarter of improvement.
How do the numbers look if you have more innovators?
Let's say 30 innovators, with 28 average performers and 2 superstars.
Again, doubling high performers improves the systemic performance by "just" 12%, while improving the average by 25% improves the systemic performance by 22%.
The larger organisation, the bigger the benefit from improving the average.
With 100 innovators, five superstars and 95 average performers, doubling the former improves the organisation's innovation performance by 5% while raising the average by 25% improves the organisation's innovation performance by 23%. That's almost five times the difference.
Now, please don't take the above as a rallying call against high-performers and experts. Heck, [I consider myself one](https://www.pesec.no/the-innovators-attitude-volume-2-issue-6-june-2023/), to allow myself a moment of arrogance.
What I want to illustrate is that organisation's long-term success with innovation hinges on its ability to continuously gets better at innovation by investing in *all* people.
### Systems and superstars
URL: https://www.pesec.no/systems-and-superstars/
Last updated: 2024-01-30T08:00:48.000Z
Improving the average innovation performance across the organisation is the key for the long-term success with innovation. Focus on systems, not superstars.
## Upcoming growth opportunities with Bruno
### Feb 5: Online Playing Lean Workshop EMEA
Monday 09:00–11:30 Central European Time. [Click here to learn more](https://link.pbsc.no/plw-emea?ref=pesec.no).
### Feb 7: Online Playing Lean Workshop APAC
Wednesday 10:00–12:30 Australian Eastern Standard Time. [Click here to learn more](https://link.pbsc.no/plw-apac?ref=pesec.no).
### Feb 9: Online Playing Lean Workshop Americas
Friday 10:00–12:30 Central Standard Time. [Click here to learn more](https://link.pbsc.no/plw-americas?ref=pesec.no).
## Three latest posts
[On intelligent innovationA conversation with Brian Gorman of the Qonversations podcast.Bruno PešecBruno Pešec](https://www.pesec.no/on-intelligent-innovation/)
[The Puzzle Episode 10How to have a productive conflict?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-10/)
[“That’s obvious!”Is it though?Bruno PešecBruno Pešec](https://www.pesec.no/thats-obvious/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### On intelligent innovation
URL: https://www.pesec.no/on-intelligent-innovation/
Last updated: 2024-01-29T08:00:19.000Z
I've had the pleasure discussing the leader's role in innovation along with what contributes to, and what hinders, innovation in the workplace with Brian Gorman of the Qonversations podcast.
You can listen to the episode [here](https://www.quantuvos.com/qonversations-quantuvos-coaches-and-experts/episode/d3782d13/066-intelligent-innovation?ref=pesec.no) or using the player below:
### The Puzzle Episode 10
URL: https://www.pesec.no/the-puzzle-episode-10/
Last updated: 2024-01-25T08:36:07.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to have a productive conflict?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### "That's obvious!"
URL: https://www.pesec.no/thats-obvious/
Last updated: 2024-01-30T04:06:08.000Z
Common sense does not equate common practice.
## Upcoming growth opportunities with Bruno
### Feb 5: Online Playing Lean Workshop EMEA
Monday 09:00–11:30 Central European Time. [Click here to learn more](https://link.pbsc.no/plw-emea?ref=pesec.no).
### Feb 7: Online Playing Lean Workshop APAC
Wednesday 10:00–12:30 Australian Eastern Standard Time. [Click here to learn more](https://link.pbsc.no/plw-apac?ref=pesec.no).
### Feb 9: Online Playing Lean Workshop Americas
Friday 10:00–12:30 Central Standard Time. [Click here to learn more](https://link.pbsc.no/plw-americas?ref=pesec.no).
## Three latest posts
[The power of innovation filtersFour innovation filters you ought to implement right now.Bruno PešecBruno Pešec](https://www.pesec.no/the-power-of-innovation-filters/)
[The Puzzle Episode 9How to recognise latent potential?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-9/)
[Be boldly bodaciousExplore all realities.Bruno PešecBruno Pešec](https://www.pesec.no/be-boldly-bodacious/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### The power of innovation filters
URL: https://www.pesec.no/the-power-of-innovation-filters/
Last updated: 2024-01-22T11:04:32.000Z
Filtering ideas *before* prioritisation or any additional work on them helps us speed up and reduce the cost of the innovation process. By ensuring we have the right filters, we know that whatever passes through is worthy of our attention.
Four filters I suggest are:
1. **Idea check:** ensure that it is a genuine business idea and not just a passing though.
2. **Ownership check:** ensure that there is a clear idea owner and that you won't be left with a hot-potato orphan.
3. **Strategy check:** ensure that idea aligns with the organisation's direction and that it contributes to specific strategic objectives.
4. **Execution check:** ensure that the right people will work on the idea at the right time and with the right resources.
Four innovation filters. Copyright © Bruno Pešec, 2024\. All rights reserved.
For a deep dive into each of the above, as well as developing your own filters, I recommend [*Evaluating Innovation Projects*](https://www.pesec.no/evaluating-innovation-projects/) seminar recording:
[Evaluating Innovation ProjectsOnline Seminar ⋅ September 20, 2023 ⋅ 11:00–12:00 CESTBruno PešecBruno Pešec](https://www.pesec.no/evaluating-innovation-projects/)
### The Puzzle Episode 9
URL: https://www.pesec.no/the-puzzle-episode-9/
Last updated: 2024-02-14T08:27:46.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to recognise latent potential?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Be boldly bodacious
URL: https://www.pesec.no/be-boldly-bodacious/
Last updated: 2024-01-16T08:00:32.000Z
Hold up the mirror for yourself and others; don't hesitate to share what you see, hear, and feel; make it an invitation instead of confrontation.
## Upcoming growth opportunities with Bruno
### Feb 5: Online Playing Lean Workshop EMEA
Monday 09:00–11:30 Central European Time. [Click here to learn more](https://link.pbsc.no/plw-emea?ref=pesec.no).
### Feb 7: Online Playing Lean Workshop APAC
Wednesday 10:00–12:30 Australian Eastern Standard Time. [Click here to learn more](https://link.pbsc.no/plw-apac?ref=pesec.no).
### Feb 9: Online Playing Lean Workshop Americas
Friday 10:00–12:30 Central Standard Time. [Click here to learn more](https://link.pbsc.no/plw-americas?ref=pesec.no).
## Three latest posts
[Take the reinsManaging innovation is an activity.Bruno PešecBruno Pešec](https://www.pesec.no/take-the-reins/)
[The Puzzle Episode 8How to foster continuous improvement in an R&D team?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-8/)
[Treasure troveSome things are not supposed to be locked up.Bruno PešecBruno Pešec](https://www.pesec.no/treasure-trove/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Take the reins
URL: https://www.pesec.no/take-the-reins/
Last updated: 2024-01-15T08:00:23.000Z
Succeeding with corporate innovation requires active management of people, products, portfolios, and processes. Passive *invest and forget* strategies will produce undesirable results at best, and lead to value destruction at worst. Why leave everything to chance?
### The Puzzle Episode 8
URL: https://www.pesec.no/the-puzzle-episode-8/
Last updated: 2024-02-14T08:27:33.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## How to foster continuous improvement in an R&D team?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
### Treasure trove
URL: https://www.pesec.no/treasure-trove/
Last updated: 2024-01-09T08:00:06.000Z
Do you have a safe with your best-kept secrets?
Features so delightful only a small group of your customers know about them?
Products so good only the chosen few have been introduced to them?
What a horrible business must it be then!
Show off your best stuff to the world!
Who else could do that but you?!
## Upcoming growth opportunities with Bruno
### Feb 5: Online Playing Lean Workshop EMEA
Monday 09:00–11:30 Central European Time. [Click here to learn more](https://link.pbsc.no/plw-emea?ref=pesec.no).
### Feb 7: Online Playing Lean Workshop APAC
Wednesday 10:00–12:30 Australian Eastern Standard Time. [Click here to learn more](https://link.pbsc.no/plw-apac?ref=pesec.no).
### Feb 9: Online Playing Lean Workshop Americas
Friday 10:00–12:30 Central Standard Time. [Click here to learn more](https://link.pbsc.no/plw-americas?ref=pesec.no).
## Three latest posts
[Know who to listen toPay close to attention to the source.Bruno PešecBruno Pešec](https://www.pesec.no/know-who-to-listen-to/)
[The Puzzle Episode 7Are more customers always a good thing?Bruno PešecBruno Pešec](https://www.pesec.no/the-puzzle-episode-7/)
[ToilEndure.Bruno PešecBruno Pešec](https://www.pesec.no/toil/)
---
*Bruno Unfiltered is a weekly newsletter bringing you Bruno's latest thoughts on contemporary topics in his signature style. No one and nothing is spared.*
### Know who to listen to
URL: https://www.pesec.no/know-who-to-listen-to/
Last updated: 2024-01-08T08:02:24.000Z
*I Who Have Never Known Men* is bleak, haunting, and wonderful. The author paints vivid imagery and yet leaves ample white space for the reader to bask in.
Some readers love that. Some readers hate that. What does that say about the book? What does it say about the readers? And what does it say about innovation?
I'm not a literary expert, so I will refrain from artistic analysis of the book. But I can comment more on the last question.
Divisive products are not inherently bad, especially if they help us distinguish different customer segments. But if our product is dividing a seemingly unified segment, then that's a strong signal to look into what are we missing.
The most valuable feedback is from those whom we want to create value for.
### The Puzzle Episode 7
URL: https://www.pesec.no/the-puzzle-episode-7/
Last updated: 2024-02-14T08:27:18.000Z
In ***The Puzzle** Bruno and Isaak address a difficult business question for ten minutes. They speak from their rich personal experience, focusing on the practical and applicable.
In this episode Bruno and [Isaak](https://link.pbsc.no/isaak?ref=pesec.no) tackle...
## Are more customers always a good thing?
You can listen to our conversation using the player below:
*Copyright © Bruno Pešec and Isaak Tsalicoglou, 2024\. All rights reserved.*
Do you have a challenging question or burning issue you'd like us to discuss? [****Let us know**](mailto:bruno@pesec.no?subject=Discussion%20question%20for%20The%20Puzzle)!
_Includes the latest 500 public posts. Use `/sitemap.xml` for the complete archive of public content._