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Blog

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Stay neutral and understand the context!

To prepare for the future we need embrace a fresh perspective, a broader view impulse by a curious mind. No trend reports, not a single person, no unique tool can be enough. The future is about the many. We need to investigate known premises, embrace intuition to identify patterns, and be more consciously aware of or biases.

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The “mosquito effect”

Meaning results from the emotional and cognitive moment in a specific setting and time. Value Perception is illustrated in the story as both complex and singular — one small detail can change everything. The moment of consumption fades fast, so it’s our emotional and cognitive load — the total amount of mental effort and emotional balance necessary — which define our patience and tolerance for not-so-perfect experiences.

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A flashback: the history of strategic foresight

The future has been part of mankind since its origins. Its story is an interesting interplay of arrival and survival. The urge to know more about the future took us in the last 3,400 years from Pythia, the famous Oracle of Delphi, to today’s academic Foresight PhD programs. Unlike in the past, no serious futurist today claims to be a prophet. They’ve learned that only parts of the future reality are known, and that predictions are not about certainty, but about creating a better understanding. Several hundred years passed before we arrived at this stage of maturity, where we see the future not as something divine, certain or known.

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A short history of strategy and strategic foresight

The 1960s were a time when society underwent profound transformation. It was the era of subcultures, emancipation, disintegration, emotion, and technological progress. The era had no limitations, and has earned such monikers as the “golden age,” the “years of lead,[1] and “the age of the student.” Yet what the ’60s represented, beyond all doubt, was an age of uncertainty.

The increasing upheaval challenged organizations of the time. Trying to lead with an unstable reality, they experimented with new logics. They institutionalized rigid management disciplines with the aim of creating structure in the midst of societal uncertainty. Planners became highly regarded in such organizations.

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Let's be pragmatic and integrate innovation, strategy and the future

Everything is in constant flux, causing broad implications for individuals, organization, and societies. Instability and new logic are challenging executives. They ask for new more effective ways to deal with value shifts and technology progress as well as a practical way to balance future opportunities with daily strategy execution.

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Can We Design For Meaningful Experiences And Customer Delight?

As we cannot offer certainty, we offer alternatives that might create surprises, reward interactions, and engage different behaviors. This also means that we design not just the interaction, but also an ecosystem that in the perfect sense incorporates relationship, product/service/brand, and experiences — and if we are lucky, we generate meaning.

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I believe in...a different...Innovation Lab

The "Present Needs" and the "Future Value" can have different interpretations for organizations and labs. In this post I willhighlight four functions that in my understanding are critical to connect the present and the future.  Those are: a reduced backlog, exponential efficiency, a new crisis management processand the search for the breakthrough in the "future focus".

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Does your Vision Statement really generate value?

Curious about how organizations define their visions we analyzed the 250 largest and biggest organization in Brazil ranked by Exame, a Brazilian magazine, in 2012. It was interesting to see that most of them, and this applies not just for Brazilian companies, searched for external admiration or to be one of the leading in their segment. Simply, to be the best! But, do organization really need to proclaim that they want to be the biggest, best, and most admirable of all? Is the generation of value not the underlying premise of organization? Should they not go beyond, and ask themselves how the vision can guide the acquisition of future talents and the generation of value with their clients in the future?

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