In a revealing episode of the Future Squared podcast, Taryn Williams, a seasoned entrepreneur and the force behind multiple successful ventures, shared insights from her 20-year journey in business.

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On 17 January 1944, the Office of the Strategic Services of the CIA issued the Simple Sabotage Field Manual. The manual remained classified for decades, becoming declassified in 2008.

In the early days of Collective Campus, like most new organisations, we kept ourselves afloat by taking part time jobs on the side and working with a number of small clients who paid us just enough to keep the lights on.

I recently spoke with Alex Hutchinson, author of Endure: Mind, Body, and the Curiously Elastic Limits of Human Performance for the Future Squared podcast.

Before I put the CD in my 3-CD changer stereo system, I took a moment to admire the artwork, that of the brave new world immortalised in Aldous Huxley’s classic novel of the same name. Eddie, Iron Maiden’s long serving mascot, looked down from the clouds over Huxley’s futuristic, dystopian society.

Collective Campus in its third year now and in that time I’m proud to say that, unlike other consultancies and education providers that have come (and gone already in many cases), we didn’t start out with fundraising as a key priority. It still isn’t.

As more large companies begin to embark upon audacious transformation plans and set up innovation teams, more corporate professionals are being introduced to a world in which terms like design thinking, lean, agile, pivot, experiment, fail, adapt and so on are used almost interchangeably.

I recently had the pleasure of appearing on the Design and Play podcast with Steve Brophy and Dean Pearman, two teachers that are actively raising awareness for and doing their best to drive much needed change in K12 education in Australia.One of the many topics we discussed was virtual assistants and how they are being used in entrepreneurial circles — by necessity more than anything else, due to both time and capital constraints.

Fail fast and often is a rhetoric we are no doubt used to hearing, and perhaps have come slightly sick of — like anything that is repeated too often. And perhaps that has to do with the fact that such narrative isn’t actionable.

Disruptive ideas usually don’t see light of day at large companies. And when they do, it’s not for long.

The whole concept of coming up with an idea, writing a problem or solution interview script and speaking to prospective target customers from day one has gained popularity in recent years as Steve Blank’s customer discovery model and later, Eric Ries’ lean startup movement have taken hold.

I left the corporate world years ago not only because I managed to raise funding to pursue my own startup idea but mostly because there was little to no incentive for managers to encourage new ideas or change.

Mark Twain famously said that “whenever you find yourself on the side of the majority, stop and reflect”.

While there’s much talk emanating out of Silicon Valley nowadays that “pivot is the new fail”, when the term first gained popularity off the back of the lean startup movement in the early 2010s it effectively meant making a fundamental shift in your business model, based on customer learnings, towards one that is designed to bring you closer to product market fit.

At the start of the 20th Century, the majority of Americans were farmers, today that number is less than 2%.We’ve created new jobs. Most jobs that exist today didn’t exist 100 years ago. In fact, in 1910 service jobs and agriculture together accounted for 70% of the US labor market. Today, service jobs account for almost 80% of jobs with industry making up the remaining 20%.

It’s been well documented by the likes of Steve Blank and Clayton Christensen that if you want explore disruptive innovation in a large company, you have to either redesign or create parallel processes, systems and values internally in order up to support behaviours critical to innovation — think moving fast and rapid experimentation. Failing that, taking innovation outside of the building by spinning out a company with its own processes, systems and values is par for the course.

Design thinking has become such a hot topic amongst L&D and innovation teams at large companies that one would think executives see it as their silver bullet solution to their innovation woes (that, or it’s a way for them to be seen to be investing in innovation and providing a creative outlet for their millennial staffers).

I recently had the pleasure of interviewing Lawrence Levy for the Future Squared podcast. Lawrence was CFO of Pixar Animation Studios from 1994 through to 2001 (in Pixar terms, from Toy Story to Monsters Inc) and maintained a Board role with the company through to 2006, the year Cars was released.

If you’re a startup, selling to large corporates can be hard. They tend to move slowly, have multiple stakeholders making joint decisions, corporate budgets that mightn’t align with financial objectives and they’re inundated with cold calls and emails on a daily basis so getting an initial meeting can become incredibly difficult.

I recently had the pleasure of interviewing Jamie Wheal for the Future Squared podcast. Jamie is the co-founder of The Flow Genome Project, alongside Steven Kotler (who wrote seminal books such as The Rise Of Superman and co-wrote Abundance alongside Peter Diamandis).

Without an end-to-end ideation process or system, Innovation Managers are left with half-baked ideas and no roadmap on how to decide which ideas are best to progress and how to progress them. Avoid investing in ‘graveyards’ for ideas by recognising that ideation tools are a means of support for a broader innovation journey, rather than the entire solution.

Lessons from the Vietnam War on the one thing that differentiates successful entrepreneurs.

Overview of emerging medtech and the implications of a longer lifespan on our lives.

The disruptive innovation theory, penned in 1997 by Clayton Christensen in his seminal work The Innovator’s Dilemma, describes a process by which a product takes root in simple applications at the bottom of a small market and moves upmarket, eventually displacing industry incumbents.

Did you hear about the manager who always shot the messenger whenever they brought bad news? He eventually stopped hearing bad news.

Flow has been defined as a mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus.

Half of the S&P500 will be replaced over the next 10 years at current rates of churn. 187 companies in the list today first entered it in the past 10 years alone

So many things get in the way of the artistic process, whether writing music, painting or creating new products and business models.

I recently caught up with Kmart Australia’s innovation program manager, Fabio Oliveira, on my podcast for a discussion on innovation in retail and what the ‘store of the future’ might look like.