[box]

Practically, the room44 innovation audit provides a view of your world that your customers see. Strategically, if you are beginning to think about divestment, investment, or retirement and succession, this will show you how your plans might be helped along.[/box]

Say ‘audit’ in any situation and watch the third eye drop and the other person focus in the middle distance. It takes a really buzzed up accountant to make ‘audit’ sound interesting. But we’re never put off by a challenge, and now ‘Innovation Audits’ are here to introduce some intrigue into the mix.

Here’s how room44 innovation audits work

Invite us to review your product plans and innovation strategy, and one of two things will happen:

1. We’ll validate everything you plan to do as both appropriate and relevant.
2. We won’t – but we will identify where things can improve and what needs work. In real terms, this is where we help you to train your weaknesses.

Innovation audits aren’t common. Traditionally-minded agencies, like those rooted in financial management and Lean processes, come at innovation from a fairly predictable starting point: where’s the money?

room44’s starting point is consumer-centric, on the one hand, and commercial on the other. Our testing covers four key metrics that start with, ‘who wants this?’ and end with, ‘are we allowed to do it?’ Combined, these metrics give you a comprehensive view of the probability of your plans succeeding.

We have a uniquely objective perspective to apply. The common ground we’ll stand on with you shows how relevant your product or service is, now and in the short term. Our use of Design Thinking and knowledge of developing markets will open up a landscape of opportunities. A new view comes from talking to each other and working it out.

Innovation audits take about a week to deliver. Working internally and collaboratively shows off your good points to maximum effect, and reveals the vulnerabilities that aren’t so obvious. We’ll see your dark corners and we’ll see through the personal agendas.

What we feed back at the end of the process is highly valuable insight and includes a discussion about what to do next, what to do after that, and what to plan for the future.

We stand your plans up to a mirror and show you how you look from the outside in. Effectively, this is a view of your world that your customers see. Strategically, if you are beginning to think about divestment, investment, or retirement and succession, the room44 innovation audit gives you a chance to see how your plans might be helped along.

Seeing it differently. Future-proofing. It’s what we do. Click here to learn more about innovation audits.

There’s a commune in the next town. It’s been there since the 1960s and it’s doing very well, thank you. Families live there in a kind of harmony that doesn’t suit everyone. Sometimes people leave and new ones are vetted: what will you bring to this community, how will you integrate, what are your skills that will benefit the group as a whole?

Down the road, in a larger city, a university welcomes thousands of new students each year. They live in a big building with a room each. Some share bathrooms and kitchens, and they all share a social area that you might call a lounge. If the people that sit in the lounge aren’t to everyone’s taste, there’s the option of another room close by. We call these pubs.

Over on the other side of town is the industrial area. Lots of people live around there. Shared houses suit week workers. Some stay for years while others come and go.

If you want a place to stay for a night or two, we’ve got hotels, motels, single rooms, AirBnB. In fact, we’ve got a similar set of accommodation to what you’d find anywhere. It varies in price, depending on whether the carpet is newer and the wall paint shinier, but, whatever your budget, you can find an option.

How accommodation providers choose who to target is their decision. Marketing types will call this positioning, and it accounts for a lot of the price variation across the product range. Of course, there are differences between a five-star hotel and a shared caravan, but the essential elements on offer are going to look similar on a checklist: bed, light, heat, water, kettle…

And now (drum roll, thunder flash, dry ice) there’s ‘co-living’. I’m not going to describe it to you – have a look at the websites offering to sell you a version.

Is it a 60s-style social experiment for Gen Zs who haven’t heard of communes?
Is it an answer to a desperate housing issue?
Is it a shrewd move on the part of real-estate owners to sweat their assets?

Probably all of the above. Co-living is a response to a long-standing unmet need, wrapped up in positioning that talks to a new consumer’s requirement. And here we get to it. Why is co-living innovation? Because the people discovering it are new to the market. They haven’t heard the commune idealism, and they’ve out-lived AirBnB – or can’t afford it. Co-living is a product description offering the same facility and utility as the accommodation market has always provided, described in a message aimed at them.

So is co-living innovation? Yes. Not because I say it is, but because the market believes it is.

Seeing it differently. Future-proofing. It’s what we do.

It’s that time of year again.

You’re all back from holiday (except the empty nesters, who are grabbing a kid-free cheap break) and the FD/CFO has issued the first instruction that will turn into the annual budget pitch-fest.

Quarter 4 gets busy. Everybody is chasing a year-end target and management is fixated on what comes next. Deep joy!

Happily, the markets that you sell into don’t change radically overnight so, generally, there’s time to adapt the budget to meet any short-term competition that has cropped up this year: a bit more promotional work; some entertaining; don’t replace anyone who leaves – at least, not straight away. Marketing has the new designs and subtle changes to your line-up in-hand, and everything looks good for next year too.

All set.

Of course, marketing might not have all the answers. Market research tends to report signals of change after they’ve happened – and that’s all it can do: MR needs data, and data, by definition, is historical.

So, maybe there’s a ‘but’…

What if somebody’s chipping away at your market without you knowing yet? What if customer sentiment is shifting to a shiny new idea? What if there’s a new kid on the block and your disruptive competition hasn’t really got going?

What if we need to be looking just a bit beyond Q4 and Q1 2019? What if a new plan would be a good idea?

Is your market in decline? Resurgent innovation is your ticket out.

Any market today presents incumbent businesses with challenges that need to be considered in a new way.

Technology-led start-ups are increasingly insurgent and can steal your revenue without carrying your overhead. But why should they?

You’ve got customers, revenue, profit to re-invest, brand equity, reputation, tradition, trust – and people working with you who know the market in detail. Look at it this way and you’ve got all the tools that a new start-up would give its right arm for.

The only difference is that they want to do something new and you want to keep doing the same thing.

Just because it’s old, doesn’t mean it’s over.

Online may take away from some professional services. Virtual may take away from physical. Digital may take away from personal. But the real point is that you have the business today, and it’s always been easier to keep it than to grow it from scratch.

So we want to put a fire back in your belly and add a new word to the business lexicon. Let the underfunded start-ups be disruptive, watch investors tip money into the black hole they call ’emerging’ and ‘insurgent’. Here is the chance for established business to push back and be RESURGENT with innovation as the tool of choice. Drop the feeling that the world’s working against you and start using the tools that you’ve been given.

Let innovation lead you away from the looming shadow of emerging technology and unspecified threat.

If you want to know how we can help you do that – get in touch. I’ll answer you personally or you can book onto an innovation training course in October. It’s perfect timing for Q4 planning.

Seeing it differently. Future-proofing. It’s what we do.

We all know that plastic is filling up our oceans. Environmentally-aware clothing brand, Finisterre, puts it like this, “A smog of microscopic plastic particles is suffocating our oceans, permeating every corner of our marine life, ecosystems and coastlines. Very little is known of the true extent of the problem, all that is certain is that we need to do all we can to stem the plastic tide.” So, plastic packaging: love it or hate it, where’s it going?

The plastic packaging trade press would have us believe that the problem with plastic isn’t plastic itself, or its manufacturers behaving myopically. The problem is that plastic packaging becomes litter and that, without it, we’d see a huge rise in food wastage – an even bigger issue. But to say that food waste is a bigger challenge than plastic pollution is a red herring of the first order.

Let’s take it back. When cotton mills were thriving, the production of cloth created a variety of by-products. Some of these were blown up very tall chimneys and the wind carried them off. The method was known as ‘elevate and disperse’. For the mill owner, the problem went away. For the surrounding population, it became an issue.

So popular was this method of pollution management that every factory in the land blew its nasty stuff into the air, and somebody else paid the price. Restrictions were eventually put in place and air pollution started to come under control: not everywhere in the world, but holes in the ozone layer did at least raise awareness of a new set of issues. As a result,consumers notice if Brand X’s factory is turning the air yellow. It doesn’t stop them driving their cars past the factory and contributing themselves, but they do notice.

Bigger single events helped to reinforce industry’sresponsibility for air pollution, not least the Chernobyl explosion in 1986. Not the same problem, of course, but suddenly people in the north of Britain were being told not to eat lamb grazed on hillsides because of the risk of airborne radiation. Was it really possible that particles from Russia could affect Shaun the Sheep in the UK?

Today, ‘elevate and disperse’ has evolved. We now have ‘submerge and disperse’. Sewerage, city waste and chemical-riddled fluids have been piped into waterways and the sea for many, many years. When this practice killed fish and other wildlife, the sea had its own way of dealing with it. Much ofthe problem vanished through natural action. But that doesn’t happen with plastics. When plastics break down, they just become smaller bits of plastic that are easier for currents to distribute, so, like a deadly virus, the crisis spreads across the globe.

Here is a problem that won’t go away. But while we are all complicit in the issue facing the environment, nobody wants to pick up the tab. Consumers have noticed the effect on marine environments and the potential to harm in the food chain, and are asking, ‘whose fault is this?’ As a body, the plastics industry is saying, ‘it’s yours’.

Not true. An estimated 8 million tons of plastic enters the sea each year: that’s not all made up of irresponsibly thrown away crisp packets and water bottles.

Oddly, what the plastics forum doesn’t say is what the World Economic Forum does: that 90% of plastic waste in the world’s oceans originated from just 10 (that’s ten) rivers. Eight in Asia and two in Africations to be sorted and recycled. Draw your own conclusions, but, to me, this feels like ‘elevate and disperse’ wearing a new mask.

There aren’t many examples of companies found guilty of environmental damage who were made to pay the price. Obvious examples like Exxon Valdez come to mind, but in that case, there was a broken ship in the middle of an oil slick: cause and effect. In the case of plastics pollution, where should the blame lie?

As time reveals the true cost, a charge may well be applied to the manufacture of plastics to cover the clean-up. Consumers will pay this eventually; we always pay in the end. And this,in turn, will push up the price of food, which is one of the justifications for changing nothing on which the packaging market relies.

But we, as consumers, can take some control here. By changing our collective behaviour to address both food waste and plastic packaging, we can alter the structure of global supply and demand.

At the consumer level, if I’m forced to buy loose fruit only, I’ll buy as much as I need. Present me with a bag of 10 bananas, and I’ll buy it and probably throw some of them away, because the conditions I store bananas in aren’t controlled, they over-ripen very quickly and food is wasted right there. Take away the distribution channel for plastic banana bags, and a reduction in supply is forced back up the line. Do this enough, and the shape of industry changes.

It’s really easy for us as consumers to behave as we’re asked – to pay for convenience that comes in the many shapes of plastic. Industry has an incentive to provide us with ever-easier ways to consume its new ideas. But we must take responsibility for our own decisions. We are where we are,and we can blame others, or be the change we want to see. Unless we start to be proactive, it’s really possible that the sea will fill with plastic, and eating fish will become a thing of the past. So, let’s start to question why bananas come in plastic bags (as an example), and then perhaps choose to avoid them.

Across the supply chain for consumer products – furniture, cars, food, houses, clothes – plastic is a synonym for ‘convenience’. Hardwood takes a long time to grow and is difficult to work with, so we allow brands to make chairs and tables out of plastic. Cars used to be hammered out of metal and leather. Now they are plastic inside and out. We can see why it has happened. We can’t go back, and we probably wouldn’t want to. Our way of life has evolved with plastics making most of it possible. But we can be selective about how we allow brands to supply us. These are the questions that will force change and literally reshape our world, and you and I have to be the ones to ask them.

As an old Marxist once said, ‘Question everything’.

Seeing it differently. Future-proofing. It’s what we do.

The Light Phone was announced after a Kickstarter campaign in 2015. It’s a concept that makes perfect sense in today’s market and taps into a current vibe. It’s a simple solution to a strongly signalled unmet need, and App developers will hate it.

Standing up in front of an audience and predicting the demise of the smartphone is a bit like predicting the end of the petrol-driven car: signalled, signposted, obvious, yet unwelcome to most people hearing it for the first time. Unwelcome, because change of this kind demands that those of us in business begin to think about what we need to do in response to that development. Early signals that the customer we serve has a new option are not helpful to a budget that was set in the past.

Change is expensive and change is disruptive. Not necessarily to the betterment of the consumer experience, but to us. Business budgets are built with the assumption that we are broadly in control and that we’ve anticipated the market dynamics that we’ll operate within.

It seems to me that the smartphone is an old technology waiting to be superseded. The signs are that it simply can’t survive the changes in technology that are visible to even the casual observer.

Without going into the detail, in this post (Google calls time on smartphones) from March 2017, I suggested that smartphones were already looking down the barrel of a gun. Google and Levi collaborated to release a Levi Jacket that sees mobile phone technology woven into its fabric.

The response to my blog was notable, insofar as a lot of the comment was received from App developers. People and companies that make Apps today are completely invested in the smartphone screen. If you don’t interact with your touch screen, they haven’t got a market. You can see the problem. The signals are there, but some people just can’t afford to see them.

Here are the objectives that Google and Levi released when they announced Project Jacquard in 2016/17. From the Project Jacquard website:

[box] Connected clothes offer new possibilities for interacting with services, devices, and environments. These interactions can be reconfigured at any time. Jacquard is a blank canvas for the fashion industry. Designers can use it as they would any fabric, adding new layers of functionality to their designs, without having to learn about electronics. Developers will be able to connect existing apps and services to Jacquard-enabled clothes, and create new features specifically for the platform. We are also developing custom connectors, electronic components, communication protocols, and an ecosystem of simple applications and cloud services. [/box]

At the same time as I wrote the Google calls time on smartphones blog, I had a conversation with a fashion photographer who questioned why anyone would buy a new camera when smartphones make such a great job of photography. My response was that single-use, dedicated, high quality products still have a market and, generally, can do a better job than most users realise. In the case of cameras, specialists value the quality that a good lens and a large sensor can deliver.

And then came this: the Light Phone was announced after a Kickstarter campaign in 2015 and adds fuel to the fire. It’s a concept that makes perfect sense in today’s market and taps into a current vibe:

• Please release me from my smartphone
• Help me connect with my surroundings
• Put some space between me and everything else in my life
• Encourage me to talk to people
• Unplug me, but keep me in touch

It’s a simple solution to a strongly signalled unmet need, and App developers will hate it.

Seeing it differently. Future-proofing. It’s what we do.

[box]

Practically, the room44 innovation audit provides a view of your world that your customers see. Strategically, if you are beginning to think about divestment, investment, or retirement and succession, this will show you how your plans might be helped along.[/box]

Say ‘audit’ in any situation and watch the third eye drop and the other person focus in the middle distance. It takes a really buzzed up accountant to make ‘audit’ sound interesting. But we’re never put off by a challenge, and now ‘Innovation Audits’ are here to introduce some intrigue into the mix.

room44 offers you innovation audits. Not only are they interesting, they’re also valuable. Here’s how – invite us to review your product plans and innovation strategy, and one of two things will happen:

1. We’ll validate everything you plan to do as both appropriate and relevant.
2. We won’t – but we will identify where things can improve and what needs work. In real terms, this is where we help you to train your weaknesses.

Innovation audits aren’t common. Traditionally-minded agencies, like those rooted in financial management and Lean processes, come at innovation from a fairly predictable starting point: where’s the money?

room44’s starting point is consumer-centric, on the one hand, and commercial on the other. Our testing covers four key metrics that start with, ‘who wants this?’ and end with, ‘are we allowed to do it?’ Combined, these metrics give you a comprehensive view of the probability of your plans succeeding.

We have a uniquely objective perspective to apply. The common ground we’ll stand on with you shows how relevant your product or service is, now and in the short term. Our use of Design Thinking and knowledge of developing markets will open up a landscape of opportunities. A new view comes from talking to each other and working it out.

Innovation audits take about a week to deliver. Working internally and collaboratively shows off your good points to maximum effect, and reveals the vulnerabilities that aren’t so obvious. We’ll see your dark corners and we’ll see through the personal agendas.

What we feed back at the end of the process is highly valuable insight and includes a discussion about what to do next, what to do after that, and what to plan for the future.

We stand your plans up to a mirror and show you how you look from the outside in. Effectively, this is a view of your world that your customers see. Strategically, if you are beginning to think about divestment, investment, or retirement and succession, the room44 innovation audit gives you a chance to see how your plans might be helped along.

Seeing it differently. Future-proofing. It’s what we do. Get in touch here.

 

When we started to look at a holiday, I wanted to go to Canada and take the kids canoeing and bear-watching. There’s just enough time to get it done in two weeks. Of course, she fancied Costa Rica, and the kids put in a bid for Florida. But really, Orlando in hurricane season?

We knew we’d have to suck up the cost of going in school holidays, so the dates were set. And then we heard that our friends were going to Florida, so we settled on that. I guess the kids won that one.

Oh, and the Disney hotels are so close, but you know what you’re going to get because they’re pretty similar to Disneyland Paris, so we figured it would be cheaper for us all to stay in a house and get a pool too.

We thought about the time we’d lose on the parks, in the traffic, but decided it was worth it and we probably wouldn’t move for the second week. We’d have a pool for the kids right there.

We knew it was a gamble with the weather. I looked at the reports of the damage from Hurricane Irma last year. But prior to that, only two hurricanes have made landfall in Florida in the last 25 years. I took that as a reasonable gamble.

I couldn’t have guessed just how much fun the kids would have, but the cost of food took me by surprise. There’s nothing healthy to eat at the parks, so we had to buy a bag and carry lunch every day. But the second week has been perfect. To get away from theme parks and just sit, while the kids play in the water, has been total bliss.

Clues to the future and the shape of the market are everywhere. It just depends how (and if) you look for them. Read the holiday websites, and everything about Florida is great. Look at TripAdvisor, and maybe your plan needs to be thought through a bit more. Look at local planning notices, and you can see if the route between your house and the parks is disrupted with roadworks and what that does to travel time. Even the weather is relatively predictable from historical data.

Do you know what you’ll be doing six months from now? Probably not exactly. The signs are that it’ll be pretty much the same as you’re doing today, for most people. Unless you look at it differently.

Seeing it differently. Future-proofing. It’s what we do.

Drop us a line at helpme@room44.co.uk and let’s see how we can help each other.

Not a single day passes at the moment without a flurry of reposted technology predictions of the future. It has probably always been like this with a timely skew to topical themes.

Today it’s technology. Apparently, it’s going to change us, our relationships and the fabric of our community.

And maybe it will. Maybe we will all be augmented and living in a mixed media environment with the machines listening and responding to our every thought and sentiment.

Perhaps the products we want will turn up at the door by drone or robot and perhaps all those menial tasks that we think are beneath us will just get done.

The vision this kind of thinking points us at is a hybrid of WALL-E and Altered Carbon. Personally, I think we can learn a lot from the imagination of futurists. History tells us that they have a knack of getting lots of their predictions right. History tends not to record everything they got wrong. They are fallible.

So, how useful are predictions? In the context of your business how useful is this kind of pronouncement: ‘Blockchain – each block contains a cryptographic hash of the previous block, a timestamp, and transaction data. By design, a blockchain is resistant to modification of the data.’

Cool. And that means?

‘For use as a distributed ledger, a blockchain is typically managed by a peer-to-peer network collectively adhering to a protocol for inter-node communication and validating new blocks. Once recorded, the data in any given block cannot be altered retroactively without alteration of all subsequent blocks, which requires a consensus of the network majority.’

Oh man, I need some of that. Call Lyreco and get me a box.

How about this: ‘Artificial Intelligence, also known as AI, is intelligence demonstrated by machines, in contrast to the natural intelligence displayed by humans and other animals.’

Which does what?

‘AI has become an essential part of the technology industry, helps to solve problems in science and medicine, and is better able to analyse business data to make more accurate predictions and forecasts.’

Now go and shop for your AI driven accurate prediction service and see how far you get. My prediction is that you’ll find a consultant who can build you a machine learning algorithm because what’s described here doesn’t actually describe AI very well. Just my opinion.

I love the way that we can work our business plan into the future and that we can fairly accurately forecast the way that technology can help us. I am completely committed to the act of anticipating what your (and our) clients will want to see provided as a service in the future. BUT – bland pronouncements of what’s to come serve no purpose unless they can be tied back to what we do today. If we don’t work on the direction of travel that takes us from a business that doesn’t use a new technology to one that does, we aren’t designing our business; we’re waiting for something to happen and that’s not a strategy.

That’s just business as usual and as we predict, ‘usual’ won’t last forever.

Seeing it differently. Future-proofing. It’s what we do.

Walk around your house and (unless you’ve just moved into a new one) have a look at the things that sit idle. I’m not talking about the ornaments and pictures, but the fittings that used to do something, that don’t anymore.

At the weekend, we had a blitz in our place. Admittedly, it’s been a while since we got rid of anything major to release space. As the family grows up, so do the collections of ‘important’ possessions.

What we did do, though, was tear out cables. We had ISDN and phone sockets with white wires following skirting boards. There’s a TV aerial and a satellite dish. We had a collection of spaghetti behind the TV that used to feed various things. It all went.

Free-to-air has allowed us to take the aerial off the roof and ditch the recording box. Mobile phones make the extra landline sockets redundant, wifi removes the need for extension cables, and iPads take TVs out of bedrooms.

This isn’t de-stuffocation, but a by-product of looking at the way it’s always been –differently.

So, technology releases space. No surprise there, although…I also found that, for three of us we have a desk top, three laptops, four iPads, a current phone each and a collection of old phones and iPods at the back of a cupboard. Three Nanos, two Shuffles, a couple of Nintendo DS consoles and seven external hard drives. These were the layers of techno-strata that made up the last ten years of our lives. Even the hard drives ranged from the size of an encyclopaedia* to twenty B&H* (*look those up).

The infrastructure that we know is altering our relationship with hardware, software and each other. The change is subtle and unrelenting. Here are a few to look out for:

The pleasure of driving is mostly a con.

Sitting in your box to commute while glued to the steering wheel with just a radio for distraction is not pleasurable. Nipping out to collect a child from Brownies or karate is not fun. Required, responsible, essential even – but it isn’t fun. Even driving around a track at 200mph gets a bit tedious after a while. The motor manufacturers who are reshaping car cockpits to remove the steering wheel, and turn your conveyance from a forward-facing item of necessity into a place of social and commercial activity, are seeing your future. Have a look at the Audi Aicon as just one example.

Your new home is your old home.

In the UK, there’s a persistent drive to build new homes in every region. Demand is outstripping supply, and builders require materials to keep up.

Problem: the materials aren’t there – at least as we know them. You simply can’t grow hard wood that fast,and there’s a world limit on availability of sand. I wrote about this back in 2017 (Why is sand interesting to innovation? We’re running out).

Quietly, the feedstock to the new home building industry has become recycled. It’s estimated that 60% of the material used in new home construction is recycled in some way. That’s a big percentage, and the trend will continue. The processes that sit behind the supply chain in its new design go a bit beyond digging and cutting now.

Pokemon was your guide.

Who are you? Do you understand virtual reality, fail to see the relevance, or simply don’t read about it? Whatever your inclination, VR is coming to a device near you. Fight it all you want, you won’t avoid it.

Oh, hang on a minute, you already use it, so what’s the big deal? Augmented reality apps such as sat nav and shopping scanners are a step in the VR direction, and this may lead you into the mixed media world unconsciously.

You might be able to use Google Daydream or Oculus to transport you to a different place while Pokemon changes your world where you are. Enjoy what’s coming.

Seeing it differently. Future-proofing. It’s what we do.

Presenting a set of opportunities that don’t reference what we know as fact gets a mixed reaction. The way the idea is received is limited by imagination.

Companies are designed to run efficiently in one direction, and anyone offering the idea that a left or right turn might be required runs the risk of getting mown down.

But here’s a fact. In most cases, to run a company, the management has reached a certain age and experience. Investors love a promising start-up, as long as they have an older advisory board.

Here’s a perspective that the management team don’t want to hear: innovation happens when people, who can see something happening in the future with crystal clarity, persuade older people so they can believe it too.

Here’s an example: electric vehicles.

At one level, people who drive regular cars know EVs are a thing. Hybrid Golfs and Outlanders now appear on company car lists, and the tax incentive to buy into emerging technology is attractive. How many of these people buy an electric second car? Not so many.

Then ‘high performance’ gets interested. Formula E takes off, and in season one it’s a novelty. Gradually, E-racing takes more gate money and the sport has traction.

Then VW throws an electric car up a hill at Goodwood faster than almost anything else except an F1 car. It proves the car has potential to scare drivers, and that humans can control it.

Next, Roborace rocks up. It sends a car up a hill without a driver, and suddenly autonomy has a shop window beyond the logistics industry. Bolt on a virtual ride and there’s the start of a race-going experience that combines gaming with VR, and a new pay-to-view/experience industry opens up before us.

Back in the boardroom, the enthusiast who went to Goodwood is filled with new ideas, while the CEO who spent the weekend on a boat or mowing the lawn isn’t convinced.

Selling innovation into your own company takes some understanding. We’ve just produced a 40-page guide called “Seeing it differently – how to sell innovation into your own company,” and it’s free to delegates on our half-day workshops:

1. Spotting trends and signals: Seeing things differently
2. Design Thinking – Focus on transformation
3. Making innovation stick: a culture of change

We have some September dates available across our workshop portfolio.

You can click to dates on our website here or give us a call for old-fashioned talking on +44 (0)20 8144 9800.

Seeing it differently. Future-proofing. It’s what we do.