Innovation used to be a game best left to entrepreneurs, but some corporate managers have flipped this logic on its head by building new ventures inside even the largest organizations. What makes the difference between what these Corporate Explorers do and the common experience of large companies as too slow, rule-bound, and risk averse to succeed at innovation? Andy Binns will describe the research behind his new book (co-authored by Mike Tushman from HBS and Charles O’Reilly from Stanford) on how Corporate Explorers succeed and what we can learn from their example.
Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has 25 years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the Emerging Business Opportunity program, for which he received an award from IBM’s vice chairman. Andy is a frequent guest speaker and lecturer at companies and business schools. His article, “Three Disciplines of Innovation,” co- authored with Professor Charles O’Reilly, was named Best Article in the California Management Review for 2020. He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is an executive fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development.
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