Paul Hobcraft
JANUARY 25, 2021
“Why do we always seem to have internal difficulties to self-disrupt?”. In most cases, organizations cannot self-disrupt, which is largely covered by this veritable list of constraints. Do you think these are the “prime” inhibitors to why your organization seems incapable of self-disrupting?
Paul Hobcraft
OCTOBER 24, 2024
In contrast, internal systems can become rigid over time, potentially missing out on disruptive innovations or shifts in the market. It allows you to shape the future direction of your market, influence emerging standards, and stay ahead of disruptive forces.
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Paul Hobcraft
OCTOBER 6, 2021
Disruption is all around us; it never seems to go away; it simply appears in a different and often entirely new form. The result is the same; it disrupts what we know and often in how we suddenly need to set about doing it differently. Much of the innovative disruptions seem so obvious; you wonder why we were not doing these before.
Paul Hobcraft
SEPTEMBER 17, 2021
It is a very disrupting, disturbing world. We often make one series of mistakes, constantly extrapolating the present and layering it onto a way we see the future, based on what we know or are reluctant to give up. We have to push this into more of the cross-sector cascading effects of disruptions.
Speaker: James A. Tompkins, Ph.D.
This presentation provides a brief overview of where supply chains have been and their current status, then dives deep into the incredible role to be played by supply chains going forward. To recognize the necessity of deploying Insightful Leadership to ride the wave of disruption in achieving ongoing supply chain excellence.
ImagineNation
MARCH 26, 2025
We need to reframe disruption to increase the possibilities for game-changing inventions and innovations to succeed in an uncertain and unstable future. The crucial first step in managing this is to accept responsibility for recognising and disrupting your internal structures, mental models, mindsets, and habitual behaviours.
Leapfrogging
APRIL 3, 2025
Each horizon represents a different timescale, level of uncertainty, and type of innovation, allowing businesses to manage the present while preparing for the future. Horizon 3 (Disruptive Innovation) targets high-risk, high-reward transformations that could define the companys future.
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