Arkaro Insights: Recent Episodes
Mark Blackwell
Helping Business 2 Business executives deliver change with insights in business transformation, commercial excellence, innovation, product management and strategy.
Most transformation programmes don't fail from poor project management. They fail because leaders are managing how they believe the world ought to be, rather than facing how it actually is.
In this episode, Mark speaks with Deborah Rowland, one of the world's foremost thinkers on leading large, complex change, formerly of Shell, PepsiCo, Gucci and the BBC, and author of the new book From Ought to Is: Catalysing Change and Movement in a Polarised World. Deborah argues that our "oughts", the implicit codes we carry about how the world should be, act as bouncers on the doors of the night club of truth, letting in only the facts that confirm what we already believe. Real change starts only when leaders can put those oughts aside long enough to face what is actually true, however uncomfortable that truth might be.
Mark and Deborah cover why resistance in a change process usually signals an ought clinging to an old loyalty rather than reality breaking through, why the body registers truth before the mind can name it, and how Deborah's own hemisphere thinking connects to Iain McGilchrist's work discussed in a recent episode with David Hurst. Deborah also shares a striking story from her consulting practice, and a simple daily discipline, bracketing, equalising and describing, for facing reality one ordinary working day at a time.
About Deborah Rowland
Deborah Rowland is a leading thinker, speaker, writer, coach and practitioner in the leadership of large, complex change. Over a career spanning more than three decades, she has led change inside global organisations including Royal Dutch Shell, PepsiCo, Gucci Group and BBC Worldwide, and founded the Still Moving consultancy. She was named to the Thinkers50 Radar list and the 2021 HR Most Influential Thinker list. She is the co-author of Sustaining Change: Leadership That Works and the author of the bestselling Still Moving: How to Lead Mindful Change and the Still Moving Field Guide. Her latest book, From Ought to Is: Catalysing Change and Movement in a Polarised World, is out now.
Deborah Rowland / From Ought to Is
🌐 Deborah's website: https://www.deborahrowland.com/
📖 From Ought to Is (Wiley): https://onlinelibrary.wiley.com/doi/book/10.1002/9781394265145
🛒 From Ought to Is (Amazon): https://www.amazon.com/Ought-Catalysing-Change-Movement-Polarised/dp/1394265115
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Most senior leaders in mature businesses know something is wrong. Their organisation is efficient, profitable and increasingly unable to move. What they lack is a language for what to do about it.
This podcast references a number of slides. You may prefer the version on www.youtube.com/@arkaro
David Hurst has spent fifty years developing that language. In this episode of Arkaro Insights, the author of The New Ecology of Leadership and Crisis & Renewal joins Mark Blackwell to revisit the ecocycle in the age of AI. The result is a rare kind of conversation: theoretically deep, practically usable and honest about what generative AI can and cannot do for a mature organisation.
David maps a two-loop trajectory of organisational life. The front loop of growth, maturity and conservation is where large language model AI does its best work, predicting stable patterns from yesterday's data. The back loop of crisis and renewal is where the map runs out and only a compass will do. Most large businesses in agriculture, food and chemicals sit at the top of the front loop, brilliant at yesterday's logic and vulnerable to today's change. Escaping the rigidity trap means learning to toggle between two postures: the engineer who optimises a known system and the gardener who creates conditions for an unknown future to emerge.
About David Hurst
David K. Hurst is a reflective practitioner, speaker, educator and writer on management. He spent twenty-five years as a senior operating executive in Canadian industry, followed by three decades as a writer and educator. Author of Crisis & Renewal (Harvard Business School Press) and The New Ecology of Leadership (Columbia Business School Publishing). Contributing editor at strategy+business. Regular contributor to the Global Peter Drucker Forum. Based in Oakville, Ontario.
Website: www.davidkhurst.com
Recent essays: davidkhurst.medium.com
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Many businesses are brilliant at execution, and brilliant at executing the wrong things. Dov Shenkman, CEO of Atid Group and author of Value Centric, explains why efficiency alone is a downward spiral, and how AI is about to close the gap between planning and value.
Profit is not the goal. Profit is a result.
That single reframe sits at the heart of this conversation with Dov Shenkman, CEO of Atid Group and author of the newly published Value Centric. Dov spent more than three decades leading global supply chains and operations, including major overhauls at Medtronic and Walgreens Boots Alliance, before turning his attention to a blind spot he sees in most S&OP and IBP processes, they are built for efficiency in a stable world that no longer exists.
Mark and Dov trace the evolution of S&OP through to Integrated Business Planning, and why even organisations that have mastered the methodology can still be playing brilliantly in the wrong ocean.
What we cover:
The premise behind "brilliant execution of the wrong things" — why efficiency-focused planning, however well run, tends to reinforce a downward spiral rather than reverse it.
Value as the missing trade-off currency — Dov's case for treating value, not revenue or forecast accuracy, as the true bridge between sales and operations.
The Customer-Business Value Matrix — how to segment customers into value partners, retention risks, margin diluters and value destroyers, and why the hardest conversations are usually about the last group.
From paper maps to self-driving cars — Dov's analogy for where AI takes S&OP and IBP next, and why most organisations are still navigating with a GPS rather than letting the system close the loop.
Reactive versus proactive transformation — why roughly 90% of the transformations Dov has led in his career were reactive, and what it takes to get ahead of the curve instead of responding to it.
This episode is essential listening for Business leaders, S&OP leaders, supply chain and operations executives, commercial and finance leaders, and anyone responsible for turning planning into genuine value creation.
Related episodes:
- Fusion Strategy: The $75 Trillion Industrial AI Opportunity | Venkat Venkatraman — https://www.buzzsprout.com/2012667/episodes/19324094
- Niels Van Hove on Human-AI Collaboration in S&OE, S&OP & IBP — https://www.buzzsprout.com/2012667/episodes/18425013
Connect with Dov Shenkman
LinkedIn: https://www.linkedin.com/in/dov-shenkman-a090162/
Book: Value Centric: The Proven Framework for How Modern Companies Transform and Win — https://a.co/d/0j4X7F8G
Blog: https://www.valuecentricibp.com/blog
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Most corporate values are useless. Not because values don't matter, but because organisations have spent thirty years reaching for the same twenty-four words, integrity, collaboration, respect, excellence, and wondering why nobody believes them.
Erika Clegg is the co-founder of Larkenby, creator of the Active Ethos method and author of Junk Values. She joins Mark Blackwell to explain why generic values actively damage the organisations that adopt them, and what it takes to build values that are, in her words, magnetic: ones that attract the right people and repel the wrong ones.
The conversation covers:
- Why the values problem started in the mid-nineties and has got steadily worse
- The Oxford Character Project finding that over 50% of FTSE 350 companies share the same top value
- How the Active Ethos method works, from diagnostic to embedded culture
- The difference between an essential purpose and an inspiring vision, and why you need both
- Why Cook's "Churchill's Pig" is one of the best corporate values ever created
- Mary Parker Follett's invisible leader, and why her century-old ideas are more relevant than ever
Erika's book Junk Values is shortlisted for the Smart Thinking category of the Business Book Awards 2026 and is available from all good bookstores. Her podcast, Slow Values, is available wherever you listen.
🌐 erikaclegg.com
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Most people assume food miles are the enemy of sustainable sourcing. They are wrong. Transportation and freight account for less than 10% of a food product's total environmental impact. The real challenge — and the real opportunity — is at the farm.
Defne Saral, Senior Vice President of Sales at ofi, one of the world's largest processors of cocoa, coffee, nuts, spices, and dairy ingredients, joins Mark Blackwell to explain how ofi is building a verified sustainability data infrastructure across 2 million hectares of land managed by millions of independent smallholder farmers in West Africa and beyond.
They discuss ofi's Choices for Change framework and what the 2025 Impact Report actually shows; how ofi's proprietary AtSource platform measures greenhouse gas emissions at farm level, independently verified by Carbon Trust; why Scope 3 emissions represent around 80% of most food companies' carbon footprint, and what that means for ingredient suppliers; the role of satellite polygon mapping, drone technology, and agronomic science in building a data graph without connected machinery; the EU deforestation directive and what compliance actually requires; and how AI could compress the sustainability reporting cycle and sharpen the signal-to-noise ratio in natural ingredient data.
Defne also makes the case for democratising sustainability data — making it affordable and accessible for small and medium-sized food companies, not just those with the scale to bear the compliance cost.
This episode follows directly from last week's conversation with Professor Venkat Venkatraman on Fusion Strategy and industrial AI. Together they form a two-part picture of what it looks like to design intelligence into a business model rather than paint it on top.
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What if the companies that think AI is someone else's problem are about to lose their most valuable competitive ground?
Professor Venkat Venkatraman from Boston University's Questrom School of Business is the co-author of Fusion Strategy (Harvard Business Review Press) and one of the world's leading authorities on how legacy industrial firms use real-time data networks and AI to reinvent their business models.
In this episode, Mark and Venkat explore:
- Why roughly $75 trillion of the global economy has yet to be systematically digitised — and why that is the most significant business opportunity of the next decade
- The difference between digital paint and digital structure: how to know whether your organisation is adding AI at the periphery or redesigning around intelligence at the core
- What datagraphs are, why they matter more than systems of record, and how industrial companies can unlock the same network effects that drove Netflix, Amazon and Spotify
- Why the Nobel Prize in Chemistry went to an AI researcher — and what that tells us about the fusion of traditional industries with data and intelligence
- The ecosystem shift from economies of scale to economies of expertise — and why a mid-sized chemicals or food ingredients company may be better placed than it thinks
- What a CEO should actually do in the next 90 days to prepare for the intelligence age without simply automating the past
Connect with Venkat Venkatraman: LinkedIn: www.linkedin.com/in/venkatraman/
Fusion Strategy: available now from Harvard Business Review Press
Agentic Intelligence: Strategy at the Speed of Data — exploring how humans and machines can work together to create intelligence. Published 15 September 2026.
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What if the teams that struggle to define their problem early are actually your best innovation bet?
Dr Johnathan Cromwell, Associate Professor of Entrepreneurship and Innovation at the University of San Francisco, shares findings from a study of over 1,100 real innovation teams at a Fortune Global 500 company. The results overturn one of the most deeply held assumptions in innovation management: teams that started with low problem clarity but gained it by the midpoint achieved an implementation rate of over 80% — compared to approximately 50% for teams that defined their problem clearly from the outset.
In this episode, Mark and Johnathan explore:
- Why problem and solution co-evolve rather than follow a linear sequence — and what that means for how you run innovation projects
- The critical midpoint transition: why the halfway point of any project is the moment that determines success or failure
- How to manage a portfolio of front-end innovation projects when ambiguity is a feature, not a bug
- Why Jobs to Be Done are not as stable over time as the framework assumes — and where the five whys technique changes the game
- How AI is not just solving existing problems faster but revealing entirely new problems companies did not know they had
- The three modes of AI adoption: exploiting existing problems (Instacart), expanding the problem (Khan Academy), and exploring new ones entirely
Johnathan also shares practical advice for the VP of Innovation under pressure to show return on investment — and why dismissing projects without a clear problem definition may mean dismissing your best future innovations.
Published research referenced in this episode:
- Cromwell & Harvey (2026). The Hidden Power of Messy Teams. MIT Sloan Management Review, Spring 2026.
- Cromwell & Harvey (2025). A Problem Half-Solved Is a Problem Well-Stated. Research Policy, 54(3).
Connect with Johnathan Cromwell: LinkedIn: www.linkedin.com/in/johncromwell/
Connect with Mark Blackwell and Arkaro: Website: www.arkaro.com LinkedIn: www.linkedin.com/in/markrblackwell
📺 YouTube: www.youtube.com/@arkaro 🎧 Audio: https://arkaroinsights.buzzsprout.com/
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Success is supposed to be the goal. So why does it so often destroy the very thing that made an organisation great? Eric Ries — author of The Lean Startup — returns with a new book and a sobering answer.
What if the greatest threat to a successful organisation is not competition, disruption, or poor strategy — but success itself?
Eric Ries, author of The Lean Startup and founder of the Long-Term Stock Exchange, has spent the past decade studying a force more powerful than management: a financial gravity that pulls even the most values-driven organisations away from their founding missions as they grow. In his new book Incorruptible, he explains where this force comes from, which organisations have learned to resist it, and what leaders can do — starting on Monday — to protect what they are building.
What we cover:
The one-legged stool — How shareholder primacy became the default setting of modern capitalism, why the evidence for it is shockingly weak, and what the three-legged stool of purpose, stakeholders, and investors actually looks like in practice.
The exceptions that prove nothing is inevitable — Grundfos, Bosch, Novo Nordisk, Costco, H-E-B. Why do these companies consistently outperform their conventionally governed peers — and what structural choices make the difference?
The US healthcare anomaly — The Our World in Data chart that shows the US spending twice as much per capita as comparable countries and achieving lower life expectancy. Eric explains the mechanism behind it — and why it appears in transit, journalism, and sport too.
Devoted Health — Former US CTO Todd Park's full-stack healthcare company, built on the principle that it can only profit by keeping patients healthy. A live demonstration that the alternative is commercially viable.
Mary Parker Follett and the invisible leader — The management theorist written out of history who knew more about purpose-driven organisations than almost anyone since. Her concept of the invisible leader — the shared purpose that guides behaviour when no manager is present — is the foundation of everything Eric argues in the book.
The culture bank — How H-E-B built the most trusted grocery brand in Texas not through marketing but through a hundred decisions to do the right thing, including sending customers home with full carts during a winter storm without taking payment.
You are not stuck in traffic. You are the traffic. — Why individual agency matters more than most people think in an age of surveillance capitalism, and what founders, leaders, employees, and consumers can each do to resist financial gravity in their own sphere.
📊 Life Expectancy vs. Healthcare Spending (Our World in Data): https://ourworldindata.org/grapher/life-expectancy-vs-healthcare-expenditure
📖 Incorruptible by Eric Ries: www.incorruptible.co — bonus chapter, implementation guides, and reader resources
🔗 Connect with Eric Ries: linkedin.com/in/eries
About Eric Ries Eric Ries is the author of The Lean Startup (2011) and The Startup Way (2017), and the founder of the Long-Term Stock Exchange (LTSE). His new book Incorruptible (2026) examines the structural forces that pull successful organisations away from their founding missions and provides a practical framework for resisting them.
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Two thirds of business leaders face imminent disruption, yet most are reaching for AI as a forklift to move their intellectual weight for them. Scott Anthony returns to Arkaro Insights to argue this is exactly the wrong instinct.
In this follow-up to our conversation on Epic Disruptions, Scott — Clinical Professor at the Tuck School of Business and former senior partner at Innosight — explores what it takes to develop the wisdom, not just the tools, to navigate the AI-era "great unfreezing." His thesis is uncomfortable but clear: the right way is the hard way, and the muscle gets built through experience that feels much more like play than punishment.
Mark Blackwell and Scott unpack the four AI pathologies leaders need to recognise (idea bubbles, power persuasion, cognitive debt and brain fry), Ethan Mollick's cyborg-centaur-chauffeur framework for working with AI, and why dancing at the jagged frontier matters more than reading about it. They explore the difference between technical and adaptive challenges, what the US military and a few game-based pioneers like Chris Rangen already know about experiential learning, and what a "gym for the mind" might look like for a workforce no longer building cognitive muscle on the job.
The episode closes with a concrete Monday-morning move any leader can make: pick a problem your team faces repeatedly, and design a low-stakes AI simulation around it. Scott's own example took fifteen minutes to build.
About Scott D. Anthony
Scott D. Anthony is Clinical Professor of Strategy at the Tuck School of Business at Dartmouth College. He previously spent more than two decades at Innosight, the growth strategy consultancy founded by Clayton Christensen, including a period as senior partner. Thinkers50 named him the world's leading innovative thinker in 2017 and the ninth most influential management thinker in 2023. He is the author of Epic Disruptions and the forthcoming Epic Leadership.
Related Arkaro Insights episodes
- Why Companies Miss Disruption: The 3 Ghosts — Scott Anthony's first Arkaro conversation: https://arkaro.com/why-companies-miss-disruption/
- The Steam Engine Mistake Companies Are Repeating with AI — Joseph Fuller, Harvard Business School: https://arkaro.com/joseph-fuller-ai-implementation-strategy-harvard/
- AI Governance: How to Use AI Without It Going Wrong — Ray Eitel-Porter: https://arkaro.com/ray-eitel-porter-on-ai-goveranceai-governance-ray-eitel-porter/
- The Neuroscience of Collaboration: The SPACES Model — Hilary Scarlett: https://arkaro.com/neuroscience-collaboration-spaces-model/
- Slow AI: Why Rushing to Solutions Kills Creativity — Dr Vlad Glaveanu: https://arkaro.com/slow-ai-creativity-incubation/
- AI and Jobs to Be Done: Where Human Judgement Wins — Scott Burleson: https://arkaro.com/ai-jobs-to-be-done-human-judgement/
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🌐 Visit our website: www.arkaro.com
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Most leadership failure is not a strategy problem. It is a presence problem.
In this episode of Arkaro Insights, Mark Blackwell speaks with Linden Thorp, a Buddhist priest, somatic practitioner, communication specialist, and creator of the Lodestone Method. After more than four decades in academia, contemplative practice, and now executive boardrooms, Linden has watched leader after leader run on what she calls "the brilliant but limited mind", an intellectual firework display that captivates the room and then leaves a plume of smoke behind.
This conversation explores what gets neglected underneath the slide deck and the strategy: the body, the breath, and the wider nervous system. The layer Linden argues is the actual seat of leadership presence.
In this episode:
- Why most leadership failure is a presence problem, not a strategy problem
- The brilliant but limited mind, and what intellectual firework displays cost teams
- Burnout as a loss of nervous-system regulation, not just a psychological state
- The parable of the ruby in the hem of the coat
- What a tribal leader in Arnhem Land taught Linden about whole-body listening
- Why physiological safety is different from psychological safety, and why leaders need both
- The distinction between the leader who speaks and the leader who is present
- Three Monday-morning practices any leader can try: breath gratitude, 3D visualisation, and diaphragmatic breathing
- A business case in a supermarket strike
About the guest
Linden Thorp is a Buddhist priest, somatic practitioner, communication specialist, former professional musician, and creator of the Lodestone Method. Her work draws on decades of experience in education, voice, bodywork, contemplative practice, and embodied leadership. She is the author of Your Body is Your Business Plan and is based in Tokyo, Japan.
Find Linden at lindenthorp.com and her Lodestone Inside programme at lindenthorp.com/lodestone-inside. She is most active on LinkedIn.
Related episodes
- Hilary Scarlett on the SPACES model and the neuroscience of collaboration
- Garrett Forsythe on the transition from technical expert to leader
- Keith Sawyer on group genius and the ten conditions for group flow
Leadership #Presence #SomaticLeadership #Burnout #NervousSystem #EmbodiedLeadership #ChangeManagement #B2BLeadership #ArkaroInsights
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"There are no executives alive on the planet today that have ever overseen the implementation of a general purpose technology to their organisations." — Joseph Fuller, Harvard Business School
Most companies are making the same mistake with AI that factory owners made when electricity arrived in the 1880s — bolting the new technology onto old processes and calling it transformation.
Around 60% of companies are treating AI as a technology problem and handing it to the CTO. It is a management problem. In this episode, Joseph Fuller of Harvard Business School explains what to do instead — and why the companies that get this right may not be the ones you expect.
About Joseph Fuller
Joseph Fuller is Professor of Management Practice at Harvard Business School and co-head of the Managing the Future of Work project, which he founded. A former CEO of global strategy firm Monitor Group, he advises leading organisations on AI adoption, workforce transformation, and organisational design.
Joseph Fuller
LinkedIn: https://www.linkedin.com/in/josephbfuller/
American Enterprise Institute: https://www.aei.org/profile/joseph-b-fuller/
HBS Managing the Future of Work:
Project: https://www.hbs.edu/managing-the-future-of-work/Pages/default.aspx
Newsletter: https://www.hbs.edu/managing-the-future-of-work/newsletter/Pages/default.aspx Podcast: https://www.hbs.edu/managing-the-future-of-work/podcast
Apple Podcasts: https://podcasts.apple.com/us/podcast/hbs-managing-the-future-of-work/id1395603706
Spotify: https://open.spotify.com/show/3zUxYNebA2rrEuH0IJcrJ2
Amazon Podcasts: https://www.amazon.com/dp/B0CJJPGGPX
LinkedIn: https://www.linkedin.com/company/project-on-managing-the-future-of-work/
Related Arkaro Insights episodes:
Stephen Wunker on AI and the Octopus Organisation: https://arkaro.com/ai-octopus-organization-stephen-wunker/
Charlene Li on Why AI Transformation Fails: https://arkaro.com/why-ai-transformation-fails-leaders-90-days-charlene-li/
Niels van Hove on AI and Decision-Centric Planning: https://arkaro.com/niels-van-hove-ai-sop-ibp-decision-centric-planning/
Marco Ryan on Rewire or Retire: https://arkaro.com/rewire-retire-ai-leadership-marco-ryan/
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📧 For business enquiries: mark@arkaro.com
What separates a high-performing team from a group of talented individuals who consistently underperform? According to Dr Keith Sawyer, the answer lies in group flow — a state of peak collective experience that goes far beyond individual performance.
Dr Sawyer is the Morgan Distinguished Professor of Educational Innovations at the University of North Carolina at Chapel Hill and one of the world’s leading researchers on creativity, collaboration, and innovation. A jazz pianist who has performed with Chicago improvisational theater groups, he has spent decades studying how peak creative performance emerges not inside a single mind, but between minds.
In this episode, Mark Blackwell and Keith Sawyer explore the ten conditions for group flow, why improvisation is always a balance between structure and freedom, how problem-finding is fundamentally different from problem-solving and why that distinction matters for business teams, the Goldilocks quality that runs through every one of the ten conditions, why groupthink and group flow are two sides of the same coin, and what jazz and improv theater can teach organisations about building teams that consistently outperform.
Building on previous Arkaro Insights conversations with Roni Reiter-Palmon on creative problem solving and Hilary Scarlett on the neuroscience of collaboration, this episode adds a compelling new layer: the social and improvisational dynamics that allow groups to achieve something greater than the sum of their parts.
Keith’s book Group Genius: The Creative Power of Collaboration is available at https://a.co/d/0aBHbJ0p. His podcast The Science of Creativity is at sawyerpodcast.com and his Substack newsletter at keithsawyer.substack.com.
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What if innovation were not a mysterious creative gift but a measurable engineering discipline? That is exactly the argument Professor David Cropley of the University of Adelaide makes — and he has the diagnostic framework to back it up.
In this episode of Arkaro Insights, Mark Blackwell talks with David about why most organisations are failing at innovation, where precisely the failure occurs, and what leaders can do about it.
David introduces the Innovation Phase Model, a 42-cell diagnostic matrix that maps seven stages of innovation against six psychosocial dimensions. Administered as a survey across teams and organisations, it pinpoints exactly where the roadblocks are — and consistently reveals the same pattern: most organisations are competent at implementation but struggle badly at the front end, where problems need to be identified and ideas generated before anything can be built.
They also discuss why AI is being deployed the wrong way in most organisations — treated as a product innovation when it is fundamentally a process innovation — and David shares the mathematical proof that large language models are capped at roughly average human creativity. Useful, but not the innovation engine many believe it to be.
The Smith Corona story brings it home: a world-class innovator that went bankrupt because it could only think incrementally when disruption arrived.
In this episode:
- The Innovation Phase Model and the 42-cell diagnostic
- Why structure determines behaviour, and most people are rewarded for exploiting not exploring
- AI as a process innovation being treated as a product — and why that matters
- The mathematical ceiling on large language model creativity
- Three things a new CEO or VP should do first to build a genuine innovation culture
Guest: Professor David Cropley, University of Adelaide Author of The Psychology of Innovation in Organizations (Cambridge University Press)
LinkedIn: linkedin.com/in/davidcropley
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What if sustainability weren't a cost of doing business, but its central engine? That is exactly the transformation Juan Aguiriano, Group Head of Sustainability at Kerry, has helped to architect over the past seven years.
In this episode, Juan traces Kerry's journey from its roots as an Irish dairy cooperative to its emergence as what the company calls an impact company, with an audacious mission to reach over two billion people with sustainable nutrition solutions by 2030.
We explore how Kerry's Beyond the Horizon strategy moved sustainability from implicit good practice to an explicit business choice, reshaping the company's portfolio, investment decisions and innovation pipeline. Juan explains the "and equation" at the heart of Kerry's approach: making food that is healthy, affordable, tasty and sustainable, all at once.
The conversation covers:
- How Kerry built its purpose, "inspiring food, nourishing life," through dialogue with tens of thousands of employees worldwide
- The five strategic impact themes driving Kerry's sustainability agenda, from nutrition and climate to responsible sourcing and social impact
- The Evolve programme: how Kerry worked with 3,000 Irish dairy farmers and Bord Bia to create what became the world's most sustainably verified dairy supply chain
- Why extending shelf life through natural fermentation and biotechnology is one of the most cost-effective tools in the fight against food waste
- How the Kerry Health and Nutrition Institute (KHNI) is advancing the science of sustainable nutrition
- The role of digital tools and AI in scaling and accelerating impact
Juan brings the perspective of a realistic optimist: the physical risks facing the global food system are accelerating, yet the cultural shift inside Kerry, where sustainability has become everyone's business, gives genuine cause for confidence.
A compelling case study in how doing good and doing well are not in conflict, but increasingly inseparable.
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What does the science of creativity actually tell us about working with AI? And where does human judgement remain irreplaceable?
Mark Blackwell speaks with Dr Todd Lubart, Professor of Psychology at Université Paris Cité, about his research on Cyber-Creativity and the future of human-AI collaboration in innovation.
Todd has spent his career building rigorous frameworks for understanding and measuring creative potential. In this conversation he brings that evidence base to bear on the questions business leaders are wrestling with right now.
In this episode:
- Why AI excels at divergent thinking but struggles with genuine originality
- Where the quickest wins are in the creative process, and where the pitfalls lie
- The Pick and Mix approach to prompting multiple AI systems for better results
- Why problem definition remains a distinctly human advantage
- The four scenarios from the Manifesto for Human-AI Creativity, including Plagiarism 3.0 and Shutdown
- How rigorous benchmarking transforms the quality of idea evaluation
- The hidden cost of slop, and what to do about it
Essential listening for business leaders in innovation-intensive sectors who want to engage with AI on the basis of evidence, not headlines.
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That famous statistic, that 70% of organisational transformations fail, turns out to have no evidence behind it whatsoever. So says Professor Julie Hodges, and she should know. As Professor of Organisational Change at Durham University Business School, and with 20 years of commercial experience at PwC and Royal Bank of Scotland, Julie is one of the world's leading authorities on how organisations change, and why it so often goes wrong.
In this episode, Mark Blackwell and Julie explore why the tidy, linear models of change that most organisations still rely on are no longer fit for purpose, and what a more honest, people-centred approach actually looks like in practice.
In this episode:
- Why the "70% failure" statistic is a myth, and what we should be asking instead
- The difference between incremental and transformational change, and why it matters
- Why change is messy, emotional and rarely linear, and why that is actually normal
- The critical role of sense-making and why people resist change for good reasons
- Co-creation versus design by committee: how to involve people without losing momentum
- The evolving role of HR in leading organisational change
- How AI is raising the stakes for change management, and what leaders should do about it
- The skills managers need most: empathy, courage, agility and digital fluency
Julie's books mentioned in this episode:
- People-Centric Change
- Managing and Leading People Through Change (3rd edition)
Both are grounded in empirical research and written with practical application firmly in mind.
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Most organisations are asking the wrong question about AI. They're treating it as a technology to be managed rather than a capability that should serve their business goals. The result? An executive vacuum where leadership sees the potential but the middle of the organisation is paralysed on the how.
In this episode, Mark speaks with Charlene Li — one of the world's foremost experts on disruptive transformation and AI strategy, adviser to 49 of the Fortune 100, and author of six books including her latest, Winning with AI: The 90-Day Blueprint for Success.
Charlene's central thesis is that growth creates disruption — and that the leaders who thrive are those who run towards it rather than wait for it to settle.
In this episode you'll learn:
- Why you don't need an AI strategy — and what you need instead
- How companies like Nestlé, Marsh, Ally Bank, and Moderna are reimagining work with AI
- The real reason people resist AI (it's not the technology)
- The Playground Paradox and why more constraints can unlock more innovation
- Why your data will never be clean enough — and why that's not an excuse
- How to build the right transformation team, including the one role most organisations overlook
- Why speed is the new competitive moat
About Charlene Li Charlene Li is a world-renowned expert on disruptive transformation and AI strategy with over three decades of experience. She has advised 49 of the Fortune 100 companies, including Adobe and Southwest Airlines. A Harvard MBA and New York Times bestselling author of six books, her latest, Winning with AI: The 90-Day Blueprint for Success, provides a manual for moving from experimentation to strategic value. She is the founder of Quantum Networks Group and previously established the analyst firm Altimeter. Named one of the most creative people in business by Fast Company.
🔗 Charlene's website: https://charleneli.com/
🔗 Connect with Charlene on LinkedIn: https://www.linkedin.com/in/charleneli/
📖 Get the book: WinningWithAIBook.com
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45% of teams select a suboptimal solution — even when a better one is right in front of them. Creativity researcher Dr. Roni Reiter-Palmon explains why, and what leaders can do to fix it.
Most teams jump straight to solutions. It feels productive. It looks like progress. But according to Dr. Roni Reiter-Palmon, that instinct is costing organisations their best ideas — before they ever get off the whiteboard.
Roni is the John Lewis Holland Distinguished Professor at the University of Nebraska at Omaha, Director of Innovation for the Centre of Collaboration Science, and President of Division 10 of the American Psychological Association. Ranked in the top 2% of researchers globally, she has authored over 200 publications and is co-editor of the forthcoming APA Handbook of Creativity.
In this conversation, we explore the full arc of creative problem solving — from defining the problem to selecting the solution — and why rushing any part of the process leads teams to consistently underperform.
What we cover:
The 53% finding — In videotaped team sessions, over half of all communication was devoted to defining the problem, not solving it. Far from wasted time, this investment was the single biggest driver of better outcomes.
The 45% problem — Nearly half of teams in Roni's research selected a suboptimal solution from their own generated ideas. They did not recognise an effective idea even when they had produced it themselves. More structure and guidance reduced this to 25% — still a sobering number.
Why AI produces mediocrity — AI compresses the distribution of ideas toward the average. The truly terrible ideas disappear, but so do the genuinely breakthrough ones. If you are relying on AI for creative thinking, you may be trading originality for the illusion of productivity.
The hidden cost of brainstorming — The brainstorming movement did creativity a disservice by equating one phase of the process with the whole. Problem construction and idea evaluation — the phases before and after — are where most teams lose the most value.
Psychological safety as the foundation — Every component of effective creative problem solving, from information sharing to constructive conflict, depends on psychological safety. Without it, none of the other techniques take hold.
What leaders can actually do — Practical guidance on managing the messy middle of collaboration: how to keep multiple perspectives alive, how to prevent task conflict tipping into relationship conflict, and how to know when creativity is genuinely needed and when it is not.
"The notion of brainstorming did a disservice to the field because it equated brainstorming with creativity, when in fact it's only one aspect of the creative process." — Dr. Roni Reiter-Palmon
Connect with Roni: University of Nebraska at Omaha: unomaha.edu Email: rreiter-palmon@unomaha.edu LinkedIn: https://www.linkedin.com/in/roni-reiter-palmon-222ba46/
Referenced episodes: Zorana Ivcevic Pringle — Problem framing and emotional creativity Vlad Glaveanu — Slow AI and the future of human creativity Hilary Scarlett — Neuroscience, trust and the power of shared meals
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Why do sophisticated five-year plans so often fail the moment they hit real-world complexity? In this conversation, Pete Compo—author of The Emergent Approach to Strategy and former corporate director at DuPont—argues that traditional planning isn't just ineffective in today's world, it's actively dangerous.
Most leadership teams operate with LAMO tools (linear, anthropocentric, mechanistic, ordered) whilst the world demands VUCA fluency (volatile, uncertain, complex, ambiguous). The arrival of AI has made this mismatch impossible to ignore.
In this episode, Pete and Mark explore:
- Why five-year plans were never useful—but we can say with certainty they're useless today
- The LAMO trap: why we treat organisations like high-precision clocks when they behave like murmurations of starlings
- The five disqualifiers of flabby strategy: how to test whether you've got real strategy or just goals masquerading as one
- Nested strategy frameworks: cascading logic and interaction, not goals
- The central rule: a rigorous, simple rule designed to bust through your organisation's primary bottleneck
- Distal CEOs: empowering people at the edge to develop strategies based on simple rules
- Why cascading goals create silos: manufacturing optimises for efficiency, marketing for revenue—everyone hits their numbers whilst the organisation fails
- The four-station dashboard: foundational feedback, adherence, progress, and bottom line
- Why AI makes the emergent approach urgent: traditional planning is like flying a modern aircraft using steam-age instruments
Key Quote: "It's not somebody's job to just have a piece of the goal. It's everybody's job to have a strategy framework on how they're going to do their part of the whole."
About Pete Compo: Pete Compo is the author of The Emergent Approach to Strategy and a former corporate director at DuPont, where he spent decades witnessing firsthand why traditional strategy and planning often collapse the moment they hit real-world complexity. His work focuses on helping organisations develop strategy frameworks that actually function in complex, uncertain environments.
Resources mentioned:
- emergentapproach.com – free downloadable resources, examples, and task sets
- PeterCompo.com – Pete's personal website
- Pete Compo on LinkedIn – regular posts on strategy, complexity, and adaptive systems
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Former Akzo Nobel supply chain chief Karen-Marie Katholm on leading 14,000 people through transformation—why soft skills beat technical expertise when navigating complexity.
How do you transform 13 separate supply chains into one integrated operation across 130 manufacturing sites and 14,000 employees?
Karen-Marie Katholm has done exactly that. As former Chief Integrated Supply Chain Officer at Akzo Nobel—and now Chief Supply Chain Officer at Orkla Foods—she's learned that technical expertise is merely the price of entry. The real differentiator is human-centric leadership.
In this episode, Karen-Marie and Mark Blackwell explore:
The Balcony and the Dance Floor Why leaders must understand operations without getting lost in them—and how the Heifetz leadership metaphor transformed her approach
Three Dimensions of Excellence Processes, systems, and capabilities—why most organisations underinvest in the third, and why that's where transformations stall
From S&OP to Integrated Business Management The five-step monthly rhythm that connects supply chain to strategy execution—lessons from DuPont that Karen-Marie has carried throughout her career
Differentiated Supply Chains Why one size doesn't fit all—agile supply chains for demanding customers require different approaches from cost-focused commodity flows
Soft Skills Aren't Soft Gemba walks, listening, and clear narrative—why these matter more than technical prowess when leading global teams
Diversity Drives Innovation How fresh perspectives from engineering trainees surface the questions experienced leaders have stopped asking
Karen-Marie's career spans iconic operations at Lego, the cooperative complexities of Arla Foods, global leadership at DuPont, and executive committee membership at Akzo Nobel. An engineer by training with an Executive MBA in Change Management, she proves that the most powerful tools for supply chain leadership aren't technical—they're empathy, authentic confidence, and the ability to drive transformation through people.
This episode is essential listening for supply chain leaders, operations executives, and anyone navigating large-scale organisational change.
Karen-Marie Katholm is the incoming Chief Supply Chain Officer and Management Team member at Orkla Foods (effective March 1, 2026), joining from AkzoNobel where she served as Chief Integrated Supply Chain Officer. Leading a global organization of 14,000 employees across 130 manufacturing sites, she spearheaded the consolidation of 13 fragmented supply chains into a single, synergistic end-to-end unit.
With over 20 years of leadership at giants like DuPont, Arla Foods, and LEGO, Karen-Marie is a recognized expert in large-scale transformation and digital innovation. Named one of the "Top 10 Women in Supply Chain 2024," she is a champion for human-centric leadership, emphasizing that empathy and transparency are critical tools for industrial excellence.
She serves on the boards of Corbion, Uhrenholt and Chr. Augustinus Fabrikker.
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We're told to think outside the box. But what if the box is your greatest creative asset? Dr. Catrinel Tromp explains the cognitive science behind why constraints drive innovation — and why the most dangerous barriers are the ones you've stopped questioning.
Think outside the box. Blue sky thinking. Start with a blank canvas. It's advice we hear constantly — but what if it's wrong?
Dr. Catrinel Tromp, professor of psychology at Rider University and specialist in the cognitive science of creativity, argues that creativity doesn't flourish despite constraints — it flourishes because of them. Her research, which began at Princeton and was tested in Manhattan's hedge fund world, reveals something counterintuitive: when you narrow the search space, you actually expand the possibilities.
In this conversation, Catrinel shares:
The Green Eggs and Ham Hypothesis — Dr. Seuss wrote a bestseller using just 50 words. Catrinel's own experiments show that everyday people produce more creative results when given random constraints than when given total freedom.
Fixed vs Faux Fixed Constraints — Most of the barriers organisations treat as immovable are nothing of the sort. "That's just how our industry works" is rarely a fact — it's an unchallenged assumption. The best leaders distinguish between genuine boundaries and inherited habits.
The Carryover Effect — People who practise working under constraints don't just perform better in the moment. The creative benefit persists even after the constraints are removed. The skill transfers.
The White Bear Effect — Framing constraints as "don'ts" triggers avoidance and self-monitoring. Framing them as "dos" provides direction and a starting point. Leaders who understand this difference unlock more creative teams.
Constraint Fluency — The best organisations don't wait for a crisis to practise working with constraints. They embed constraint experimentation into daily operations, building the creative muscle before it's needed.
Catrinel also explores why water scarcity produced premium tomatoes and drip irrigation, how the black pearl market was created by reframing a "defect," and why AI prompt engineering is essentially constraint mastery.
About our guest: Dr. Catrinel Tromp earned her PhD from Princeton University and spent years in Manhattan working at a major hedge fund and co-owning a recruiting firm. She is a professor of psychology at Rider University, where she specialises in the cognitive science of creativity and innovation. Her research has been featured by the BBC, the New York Times and leading scientific journals. She is also an abstract oil painter.
Other Arkaro Insights guests referenced in this episode:
- Stephen Wunker — The Playground Paradox
- Vlad Glaveanu — Possibility studies and Slow AI
- Dr. Zorana Ivcevic Pringle — Creativity research
- Scott Anthony — Epic Disruptions and the Bethlehem Steel story
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Jim Lafferty spent 30 years leading in some of the world's most volatile markets. His secret weapon? A test so simple your mother could apply it.
What if the smartest person to pressure-test your strategy isn't a consultant or an MBA — but your mum?
Jim Lafferty didn't follow the traditional path to Fortune 500 leadership. He started as a fitness instructor, built his career across Nigeria, the Philippines, Poland and beyond, and learned that in volatile, uncertain markets, simplicity beats sophistication every time.
In this conversation, Jim shares:
The Mother Rule — If your strategy is so intellectual that the person buying the diapers doesn't understand it, you don't have a strategy. You have muddled thinking.
The Bumblebee Principle — You can coach almost any skill, but you cannot coach desire. Jim explains why he'd rather hire someone who shouldn't fly but does than a polished graduate who lacks fire.
A Principle Isn't a Principle Until It Costs You Something — Jim recounts the night he was offered a $7 million bribe, and why saying no hurt more than he expected.
The Church Sampling Story — How Jim secured Vatican approval to distribute products at 3,500 Polish church services — and grew the business 35% in a single year.
Getting Fired with Dignity — What it means to leave standing on your feet, not on your knees.
This is leadership without the polish — raw, practical, and forged in markets where complexity isn't a theory but a daily reality.
Connect with James:
LinkedIn: https://www.linkedin.com/in/james-michael-lafferty-2737071/
Website: https://jamesmichaellafferty.com/
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You cannot just be a leader that takes a can of digital paint and paints over the analogue cracks of your business. It will not survive the disruption that's coming.
In this episode, Marco Ryan, former Chief Digital Officer at BP and co-author of Rewire or Retire: AI for Leaders, challenges us to rethink how we lead in an AI-driven world. Marco argues that AI isn't fundamentally a technology issue—it's a leadership issue. And the choice facing every leader is clear: rewire your approach or retire gracefully to let others lead.
We explore why most executives are "nearsighted" when it comes to AI, how to find the AI whisperers already in your organisation, and why wisdom and judgment don't always sit at the top of the table. Marco shares practical advice on using AI as a "strategy buddy" and explains why digital curiosity—asking "what if?"—matters more than technical expertise.
Whether you're overwhelmed by AI or just getting started, this conversation offers a clear-eyed look at what leadership demands in the age of artificial intelligence.
If this conversation pushed your thinking, subscribe, share it with a colleague who’s wrestling with AI strategy, and leave a quick review to help others find the show. Then tell us on LinkedIn: where will you rewire first?
Marco Ryan is a Non-Executive Director, author, and former Chief Digital Officer at BP with over 30 years of experience in digital transformation and board-level leadership. He has held senior roles at Wärtsilä, Thomas Cook, and Accenture, and is currently Cyber Leader in Residence at Lancaster University Management School. Marco is the co-author (with Alastair Lechler) of Rewire or Retire: AI for Leaders and 51 Essential AI Terms for Leaders.
Links & Resources
- Marco's website: marcoryan.com
- Book: Rewire or Retire: AI for Leaders – available on Amazon
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Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: From Technical Fixes to Adaptive Solutions: How Arkaro's Approach Transforms Technical Problem-Solving Cultures
The greatest obstacle to transformation often hides in plain sight. For technically brilliant B2B organizations—especially in agriculture, food, and chemicals—it's not technical capability that stalls strategic initiatives, but the failure to recognize when you're facing an adaptive challenge rather than a technical problem.
Drawing on insights from Mark Blackwell at Arkaro, we explore this critical distinction that determines success or failure in organizational change. Technical problems exist in what systems thinker Dave Snowden calls the "complicated domain"—where cause and effect relationships can be discovered through expert analysis. These challenges respond to the sense-analyze-respond approach that engineering cultures excel at. Adaptive challenges, however, live in the "complex domain" where solutions can't be predetermined but must emerge through experimentation and learning—requiring a probe-sense-respond mindset.
The consequences of misapplying technical approaches to adaptive challenges appear everywhere: strategy implementations falter despite solid analysis (with only 28% of executives able to list three strategic priorities), Integrated Business Planning systems struggle despite perfect process design, innovation initiatives stall despite structured methodologies, and customer-centricity programs fail to change organizational behavior despite comprehensive market research. The root cause? Technical leaders trying to solve adaptive challenges requiring cultural shifts and behavior changes using the same toolkit that made them successful with technical problems.
Arkaro's four-step methodology offers a path forward: Understanding (moving beyond problem definition to challenge recognition), Co-creating (shifting from expert solutions to collective learning), Enabling (building adaptive capabilities alongside technical skills), and Sustaining (embedding these capabilities for future challenges). Through their "do-it-with-you" approach, Arkaro works alongside organizations to build internal capability while solving immediate challenges—creating a bridge between technical excellence and adaptive leadership.
Take an honest look at your organization today. Where might your established technical expertise actually be hindering your ability to adapt to complex, ambiguous challenges? Connect with us to explore how building adaptive leadership capabilities might be the missing piece in your transformation puzzle.
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Niels van Hove joins Mark Blackwell to explore how AI is transforming S&OP and IBP from bureaucratic box-ticking to decision-centric planning. Discover why planners waste 50% of their time on low-value tasks, how automation and augmentation differ, and Niels's bold vision for AI-powered "decision avatars" that could revolutionise executive decision-making.
____
Is your S&OP process more painful than productive — a "monthly trip to the dentist" as our guest puts it?
Niels van Hove, globally recognised thought leader in integrated business planning and human-AI collaboration, joins Mark Blackwell to discuss how AI is reshaping supply chain planning. Niels has defined the current era as the "third wave" of supply chain planning technology, and he argues that the competitive advantage lies not in technology alone, but in creating a culture of human-AI collaboration.
In this conversation, we explore:
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Why planners spend 50% of their time on data crunching and low-value work — and how AI can free them to focus on what matters
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The critical distinction between automation (handling repetitive tasks) and augmentation (advising on decisions) - Explainability versus trust — Niels's contrarian view on whether we really need to understand AI to use it effectively
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Decision avatars: a vision for AI-powered executive teams that can debate scenarios and recommend options at unprecedented speed
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Practical advice for CEOs looking to modernise deteriorating S&OP processes
Key insight: "Anything that can be automated will be automated. The competitive difference will be in human-AI collaboration."
Niels challenges listeners to take personal accountability for learning with AI rather than sitting back and demanding explainability. As he puts it: "AI is here to stay and will only get better. You can't sit back and say, show me how it works, without showing any interest yourself."
About our guest: Niels van Hove is an expert in IBP, S&OP, and the emerging field of human-AI collaboration in supply chain planning. He advocates for decision-centric IBP — working backwards from decisions rather than focusing solely on forecast accuracy. His work emphasises that future planners must adapt to collaborate with AI or self-select out of the role.
Resources mentioned:
"The New Machine" by Nada Sanders
Roger Moser's work on decision intelligence
Dick Ling's foundational work on S&OP
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How can your organisation use AI without it going wrong? With 95% of organisations failing to see a return on their AI investments, this question has never been more pressing for business leaders.
In this episode of Arkaro Insights, I'm joined by Ray Eitel-Porter, co-author of "Governing the Machine: How to Navigate the Risks of AI and Unlock Its True Potential". Ray has spent over eight years helping companies implement AI responsibly. He previously led Accenture's global responsible AI practice and currently advises multinational companies and the public sector. He is also a Senior Research Associate at the Intellectual Forum, Jesus College, Cambridge.
There's a common misconception that AI governance blocks innovation. Ray challenges this view head-on. For him, AI governance is precisely what allows organisations to innovate confidently – the framework that helps you scale AI whilst knowing the right questions have been asked and the right safeguards are in place.
We explore the striking gap between executive ambition and workforce reality: 80% of executives believe AI is core to their strategy, yet only 15% of employees share that belief. Ray shares practical examples of how organisations have closed this gap, including a UK public sector body that transformed workforce trust in AI from 25% to over 90% through effective training.
Ray brings the discussion to life with case studies from PepsiCo, Nestlé, and Shell, showing how AI governance can reinforce brand values and enable responsible scaling across global operations.
We also tackle the shadow AI challenge – up to 90% of employees using personal ChatGPT, Claude, or Gemini accounts for work – and why technical controls alone cannot solve this problem.
Looking ahead, Ray explains why AI agents represent the next frontier of governance risk, and why automation bias – our tendency to over-trust accurate AI – may be the most counterintuitive danger of all.
A key message: AI governance isn't just for large corporates. The principles scale down to SMEs. Where a multinational needs sophisticated platforms, a smaller business might achieve the same ends with clear ownership and an Excel spreadsheet.
About the guest
Ray Eitel-Porter is co-author of "Governing the Machine: How to Navigate the Risks of AI and Unlock Its True Potential", available from Amazon. Connect with Ray on LinkedIn. https://www.linkedin.com/in/rayeitelporter/
About Arkaro Insights
Arkaro Insights is the podcast for B2B executives seeking tools and techniques to thrive in a complex world. We cover change management, innovation, and commercial excellence – with particular expertise in the agriculture, food, and chemicals industries.
Visit www.arkaro.com or connect with us on LinkedIn.
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Do you believe creativity requires complete freedom? You're not alone — 70% of people think the same. But Yale research reveals the opposite: constraints actually enhance creative output.
Dr Zorana Ivcevic Pringle, Senior Research Scientist at the Yale Center for Emotional Intelligence and author of The Creativity Choice, joins Mark Blackwell to explore why creativity is a learnable process of decision-making, not a gift reserved for geniuses.
In this episode, you'll discover:
- Why the most creative teams spend 53% of their time on problem framing, not idea generation
- How to match your mood to different creative tasks — use grumpy mornings for critical evaluation, upbeat afternoons for brainstorming
- When to tap weak network ties versus strong ones in the creative process
- What AI can and cannot do creatively — and why top human performance still outpaces machines
- Three practical actions leaders can take to unlock team creativity
Links & Resources:
- The Creativity Choice by Dr Zorana Ivcevic Pringle: https://www.amazon.com/Creativity-Choice-Science-Making-Decisions/dp/1541704320
- Dr Pringle on LinkedIn: https://www.linkedin.com/in/zorana-ivcevic-pringle/
- Yale Center for Emotional Intelligence: https://www.ycei.org/
- Read the full article: https://arkaro.com/creativity-choice-decision-making/
- Subscribe to Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
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Dr Vlad Glaveanu shares three essential lessons for executives navigating AI: embrace constraints, foster playfulness, and keep ethics at the centre.
Read more on: https://arkaro.com/ai-leadership-creativity-constraints/
_________________________
How should leaders think about AI and creativity? In this episode, Mark Blackwell speaks with Dr Vlad Glaveanu, Professor of Psychology at Dublin City University, founder of the Possibility Studies Network, and editor of the Palgrave Encyclopedia of the Possible.
Vlad introduces Possibility Studies — a new field exploring how individuals and societies engage with what could be — and explains why constraints are essential to creativity rather than obstacles to it. He makes the case for "slow AI", arguing that the waiting and incubation that drive real innovation are at risk in our rush for instant answers.
The conversation covers:
• Why there is no creativity without constraints
• The ethics of possibility — just because something could be, should it be?
• How AI is reshaping our conception of creativity
• The "bad idea brainstorm" technique for building psychological safety
• What managers should prioritise when entering new markets or launching products
Vlad closes with three takeaways for any executive managing a team in the age of AI: welcome constraints and resistance, foster playfulness and trust, and never delegate to AI the business of humans.
Guest: Dr Vlad Glaveanu
- Professor of Psychology, Dublin City University
- Adjunct Professor, University of Bergen
- Founder & President, Possibility Studies Network
- Author of Wonder and Creativity: A Very Short Introduction
Resources mentioned:
- Possibility Studies Network: possibilitystudies.net
- Possibility Bots (Ron Beghetto)
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Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
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Most organisations plan strategy with the outside world in mind, then implement it using unchanged internal structures. The result? Good teams with clear intentions still end up working at cross purposes.
In this episode, Rich Allen, author of User Needs Mapping, shows us how to shift from "inside out" to "outside in" thinking—anchoring change on what users actually need, then designing teams to deliver value with less friction and greater flow.
We explore why strategy so often stays trapped in slide decks, never translating into sustainable change. Rich introduces User Needs Mapping as a practical, visual technique that helps organisations identify users, define their needs, map capabilities, and align team boundaries accordingly. Drawing on principles from Wardley Mapping and Team Topologies, the approach makes visible what's usually hidden: unclear ownership, excessive handovers, duplicated effort, and cognitive overload.
Rich shares a compelling case study from Blue Lagoon, where co-created maps revealed that what seemed like a single "booking" need actually concealed multiple distinct user journeys. By refactoring team boundaries around actual value streams, they improved both clarity and trust whilst reducing dependencies.
We also examine AI through a sobering lens: AI amplifies whatever organisational design you currently have. Clear team boundaries and value flows mean AI can reduce toil and boost outcomes. Confusion and misalignment? AI magnifies that too. User Needs Mapping provides a grounded way to decide where AI belongs and how to govern it properly.
Key takeaways:
- Why most teams don't suffer from lack of effort—they suffer from lack of alignment
- The critical difference between wants, needs, and jobs to be done
- How to use visual mapping to surface gaps and create shared understanding
- Practical first steps: start with users and needs, not systems and structure
- Why getting alignment right matters more than ever in the age of AI
If your organisation struggles with handovers, unclear ownership, or "agile" that moves tickets but not outcomes, this conversation offers practical tools you can use.
Subscribe to Arkaro Insights and share with colleagues navigating change in uncertain times.
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What if the best map for tomorrow’s chaos comes from a chef, a nappy, and a medieval wine press? We dive into epic disruptions—the kind that turn what’s complex and costly into something simple and affordable—and trace the repeatable patterns behind them. Scott Anthony, clinical professor at Tuck and longtime collaborator of Clayton Christensen, joins us to unpack the behaviours, structures and stories that help leaders steer into uncertainty instead of spinning out.
We start with an unexpected icon: Julia Child. Long before streaming tutorials, she translated elite French technique into home‑kitchen clarity through curiosity, collaboration and relentless experiments. That same pattern powers P&G’s Pampers, which only succeeded after multiple failed tests in technology, price and marketing. The takeaway is practical: speed to learning beats speed to launch, and patience, persistence and playful testing turn false starts into insight.
Then we connect dots across centuries. The printing press wasn’t a single eureka moment but a recombination of existing parts—presses from a wine region, metalworking, ink and paper—showing how exaptation and intersections fuel breakthroughs. We bring that lens to AI, arguing that wisdom is the real unlock: asking sharper questions, judging outputs and choosing the hard way when it matters. Along the way, we meet the “ghosts” that haunt organisations—past traumas, present patterns and future fears—that quietly block rational change, as seen in the classic mini mill versus integrated steel story.
If you lead in a shifting market, you’ll leave with a compact playbook: define clear hypotheses, set learning objectives, make predictions, execute tightly and reflect with discipline. Create spaces for play to surface anomalies. Name your ghosts so they don’t run the room. If this resonated, follow the show, share it with a colleague who wrestles with change and leave a quick review—what ghost is strongest in your world?
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Audio Podcast: https://arkaroinsights.buzzsprout.com
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Read the original article: What can starlings teach us about business strategy?
The mesmerizing dance of starling murmurations offers a powerful lens for rethinking business strategy. As thousands of birds create complex, fluid patterns without any central coordination, we discover a revolutionary approach to organizational leadership hiding in plain sight.
Every starling follows just three remarkably simple rules while watching only seven neighbors: maintain separation, match direction and speed, and stay with the group. There's no leader, no hierarchy, and no bird understands the breathtaking patterns they collectively create. Yet this approach delivers extraordinary results – helping starlings find food and confuse predators through constant, unpredictable movement.
Translating this natural phenomenon to business strategy reveals why top-down planning often fails. Intel's transformation from memory chip manufacturer to microprocessor giant wasn't driven by visionary leadership predicting the future. Instead, their breakthrough emerged from consistently following a simple profitability rule that kept highlighting where real value existed, eventually forcing a complete strategic pivot. This challenges our assumptions about innovation and strategic planning, suggesting revolutionary change often emerges from disciplined execution of smart operational policies rather than detailed master plans.
The most powerful question for organizations today isn't about five-year visions. Instead, ask: what three simple, profitability-driven rules could your teams execute consistently right now? Effective strategy requires fewer detailed predictions and more smart, executable principles that respond to current market signals. By embracing this emergent approach, organizations can achieve the same fluid adaptability and coordination that makes starling murmurations so captivating and effective. What simple rules might transform your organization if everyone followed them with discipline?
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Most AI projects don’t stumble on models or math—they stumble on people. We unpack the research behind those eye‑watering failure rates and show how human needs predict whether AI turns into momentum or frustration. With Mark Blackwell of Arkaro back on the mic, we trace the biggest missteps to six essentials from Hilary Scarlett’s SPACES model: self‑esteem, purpose, autonomy, certainty, equity, and social connection. From job threat and thin training to “shadow AI” at the desk, pilot hell in the corner, and a tidal wave of change that erodes predictability, we connect the dots between psychology and adoption.
Then we rebuild the playbook with the PEOPLE framework. People‑centric leadership treats objections as design inputs. Empowerment brings process owners into problem selection, tool choice, and rollout. Optimisation focuses on clean data, the right use cases, and a dual structure where the steady hierarchy is paired with a volunteer innovation network and an energetic executive sponsor. Purpose‑driven vision ties local wins to a story that unifies a decentralising organisation. Learning closes the loop with short cycles, clear measures, and public celebration so progress compounds and sticks.
You’ll hear why ROI often appears first in reducing admin load, how to turn shadow usage into safe standards, and how to move from hype to habit by solving real bottlenecks. If you want AI that your team trusts, uses, and improves, start where the work lives and build with people, not around them.
Enjoyed the conversation? Subscribe, leave a review, and share this episode with someone wrestling with pilot fatigue. Your feedback helps more leaders find a practical path to AI that actually works.
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Volatility is rising, complexity is everywhere, and the old playbook of adding people, tools, and process is slowing teams down. We sit down with Erica Engelen to unpack what an adaptive organisation really looks like and how leaders can move from control to flow without losing quality or momentum. The beehive is our metaphor: self-managing, high trust, clear signals, and decisions made close to the work.
We trace the journey from purpose to practice. Starting with a meaningful purpose gives teams direction when markets shift. From there, we use systems mapping to bring diverse voices together and make hidden dynamics visible: feedback loops, delays, and unintended effects that basic dashboards miss. Erica shows how a startup with a strong AI vision discovered that customers needed governance and data maturity first, reshaping their priorities, partnerships, and messaging. We also dig into the scaling trap: silos, handoffs, and mounting cognitive load that create drag just when growth demands speed.
The Blue Lagoon case study highlights what changes when you map flow end-to-end and then map user needs outside-in. By creating bounded contexts and aligning teams to value streams instead of projects, they cut onboarding from months to days and shipped five new products within half a year. We talk about why technology is never neutral, how cloud and AI can either accelerate excellence or amplify bottlenecks, and what to fix before you deploy more tools. The practical takeaway: run Trojan mice, not a Trojan horse. Start small, invite a critical mass of people, and learn your way into autonomy, clarity, and sustainable speed.
If this resonates, follow the show, share it with a colleague who’s wrestling with silos, and leave a quick review so others can find us. Ready to try your first Trojan mouse? Tell us which small experiment you’ll run next.
🔗 Connect with Erica: https://www.theflowhive.com
🔗 LinkedIn: https://www.linkedin.com/in/ericaengelen/
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Your brain wants to help you collaborate, but its first job is survival—which means threat detection often wins over clear thinking. We dig into how to design teams and projects that quiet the alarm bells and unlock focus, trust, and creativity, using practical neuroscience you can apply today.
With Hilary Scarlett, author of Neuroscience for Organizational Change, we break down the SPACES model—self‑esteem, purpose, autonomy, certainty, equity, and social connection—and show how each lever measurably shifts performance. You’ll hear why clear boundaries act like a playground fence that invites exploration, how agendas reduce anxiety, and why recognition rewires attention toward progress. We talk interbrain synchronisation and why an in‑person kickoff can create faster agreement and deeper empathy, then show how to sustain that bond online with rituals, a shared purpose, and simple behaviours that build tribe.
Psychological safety takes centre stage: not being overly nice, but welcoming candid questions, surfacing mistakes early, and learning fast. Drawing from aviation’s transformation, we outline how language, norms, and reporting change outcomes. We also explore autonomy and co‑creation—the IKEA effect, choice under constraints, and how ownership keeps people going when work gets hard. For inclusive collaboration, we share practical steps to support neurodivergent colleagues with reflection time and asynchronous input so quieter insights aren’t lost.
Walk away with three actions you can use immediately: listen deeply when certainty is scarce, revive confidence by recalling past wins, and reduce stress with shared laughter or a simple team meal. If you’re leading through AI‑fuelled change, these human fundamentals are your edge. Subscribe, share with a colleague who runs cross‑functional teams, and leave a review with the SPACES lever you’ll try first.
How to contact Hilary Scarlett
LinkedIn: https://www.linkedin.com/in/hilaryscarlett/
Website: https://www.scarlettandgrey.com/
Book: https://www.amazon.com/Neuroscience-Organizational-Change-Evidence-based-Practical-ebook/dp/B0DK822VW1
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What if the smartest way to lead through AI isn’t more tech, but a new anatomy for your organisation? We bring on innovation strategist and author Stephen Wunker to unpack a vivid blueprint inspired by an unlikely teacher: the octopus. Instead of sprinkling “AI fairy dust” on old processes, we dig into how distributed intelligence, clear guardrails, and human-centred leadership can turn a mass-disruption moment into a durable advantage.
Stephen contrasts the adaptable octopus with the heavily armoured ammonite to show why resilience beats rigidity when the environment shifts. We explore nine brains (distributed decision-making connected by a nerve ring), three hearts (analytic, agile, and aligned rhythms), and RNA editing (managers as adaptive translators who can’t rewrite DNA but can change what teams do today). The ideas get practical fast: Stripe’s AI frees fraud teams to focus on fascinating edge cases; HelloFresh rewires customer choice, production planning, and sourcing with one data-driven nervous system; and Amazon’s long-standing principles and open data flows illustrate how a giant moves fast without flying apart.
You’ll hear how to set the “fence” lines that actually expand creativity, why explore-and-exploit must be a daily discipline, and how to build a phase plan that links customer promise, operations, platforms, and talent. We challenge senior leaders to revisit first principles, invite middle managers to become stewards and coaches, and show early-career talent how to “dance” with AI—questioning, prompting, and integrating context to deliver better judgement than either human or machine alone.
Ready to become the octopus, not the armour? Follow the show, share this conversation with a colleague who’s shaping AI strategy, and leave a quick review with your biggest takeaway—what boundary will you set to unlock more intelligent freedom?
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Audio Podcast: https://arkaroinsights.buzzsprout.com
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Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Read the original article here: Beyond Sales Intelligence: How Win-Loss Analysis Drives Cross Functional Excellence
Every B2B leader believes they understand why they win or lose deals. But what if that understanding is fundamentally flawed? Our deep dive into win-loss analysis reveals a startling truth: 85% of internal CRM data about lost deals is completely wrong. This isn't just a minor discrepancy—it's a critical intelligence gap costing you significant opportunities.
Sales teams misidentify the true reasons for deal outcomes over 60% of the time and tag the wrong competitor 65% of the time. This flawed foundation creates a devastating ripple effect, undermining product development priorities, misdirecting marketing investments, and weakening competitive positioning. When your strategic decisions are built on incorrect data, how reliable can those decisions truly be?
Leading organizations have transformed their approach to win-loss analysis, evolving it from a simple sales diagnostic tool into a comprehensive business intelligence system that drives excellence across commercial, product, innovation, and strategy functions. The results are remarkable—companies implementing these approaches report up to 50% improvement in win rates, with 84% of established programs seeing consistent increases. The "Jobs to be Done" framework reveals deeper customer motivations, moving beyond features and pricing to understand what progress customers are truly seeking to make in their businesses.
Perhaps most crucially, external perspective is essential for accurate insights. Buyers tell internal teams the truth only 40% of the time, creating an intelligence barrier no amount of internal skill can overcome. Companies using third-party providers are 38% more likely to achieve significant win rate improvements and twice as likely to be satisfied with the quality of their feedback.
With only 3% of companies scoring in the "innovation ready" zone in 2024 (down from 20% in 2022), the urgency to evolve your approach is profound. What crucial intelligence is currently hiding in your won and lost deals, and how might uncovering it transform your competitive position and future growth trajectory?
Visit arkaro.com or email mark@arkaro.com for a free consultation to discover how superior customer intelligence can become your foundation for sustained competitive advantage.
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Your customers aren’t loyal to you; they’re loyal to the outcome after hiring your product. That single shift powers this deep dive with Scott Burleson, veteran product leader, author of The Jobs to Be Done Pyramid, and former John Deere innovator who helped turn a “don’t add anything” brief into a premium launch that outsold the economy model. We unpack how to find the real struggle in the work—like a mid‑mower deck change that wrecked knuckles and weekends—and design relief people will pay more for.
We walk through the JTBD Pyramid in plain language. At the base are product jobs—the gritty tasks of buying, learning, maintaining, and storing that often block adoption. Above that are core jobs—the solution‑agnostic outcomes such as mow grass, beautify property, or prevent plant shutdowns that remain stable even as technology changes around them. Then come identity layers, where B2B finally gets honest about emotion: the engineer who becomes the protector of uptime, the buyer who guards the P&L. At the top sit emotional states—confidence, relief, pride—that guide messaging and onboarding. Along the way, we dig into importance vs satisfaction scoring to focus investment, how to compare against alternatives outside your category, and the danger of over‑engineering when customers are already “past acceptable.”
We also get practical about AI. Today, it shines at compressing secondary research, drafting comprehensive need lists, and supporting analysis. It’s not yet a safe replacement for customer prioritisation, where context and trade‑offs rule—but that day may inch closer with well‑trained synthetic panels. The edge will belong to experts who pair domain judgement with smart AI workflows. If you’re ready to move beyond features and spec sheets and build products people actually “hire”—and become the kind of marketer or product leader customers trust—this conversation is your map.
If this helped sharpen your roadmap, follow the show, share it with a teammate, and leave a quick review—what job should we tackle next?
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Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Read the original article here: Strategy Implementation Crisis: When Plans Fail in VUCA
Have you ever wondered why brilliant corporate strategies so often fail to deliver results? The problem isn't the quality of the strategies themselves - it's the profound disconnect between those high-level plans and the day-to-day decisions happening throughout your organization.
This episode dives deep into what experts call the "strategy implementation crisis" - a systemic problem affecting organizations globally. The statistics are shocking: 95% of employees don't understand their company's strategy, only 28% of executives can list three strategic priorities, and just 14% of organizations report their employees understanding the company's direction.
We explore why traditional mechanistic approaches to strategy (the Plan-Command-Control-Utilize model) that worked in more stable times are fundamentally inadequate for today's Volatile, Uncertain, Complex, and Ambiguous (VUCA) business environment. Organizations now function more like complex adaptive systems - dynamic, living organisms rather than predictable machines.
The solution? A powerful shift toward rules-based strategy that provides real-time decision guidance. We break down how strategic rules must allow for free choice, provide immediate guidance, and unify efforts around critical bottlenecks. Through nested strategy frameworks, organizations can translate high-level vision into relevant, actionable rules for each level and function.
You'll discover practical steps to begin implementing this approach, from assessing your current strategy's decision-guiding power to facilitating collaborative strategy development. We also explore how this connects with integrated business planning and the importance of viewing strategy implementation as an adaptive challenge requiring cultural transformation.
For B2B executives navigating today's unpredictable landscape, this episode offers a breakthrough framework for turning strategy from an annual exercise into a living capability that drives daily decisions and creates sustainable competitive advantage. Connect with Arkaro for a free strategy assessment and start bridging your organization's implementation gap today.
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🌐 Visit our website: www.arkaro.com
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📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: 5 Innovation Governance Failures Killing Your Product Launches
The difference between innovation success and failure often lies not in the idea itself but in the governance systems that shepherd it from concept to market. In this eye-opening episode, we reveal how most product launch failures are in fact governance failures that occurred 18-36 months earlier in the development process, creating vulnerabilities that become catastrophic by launch time.
We meticulously unpack the five critical governance failures undermining commercial innovation success: the inability to kill doomed projects early, poor KPI design that rewards counterproductive behaviors, strategic drift that fragments resources, portfolio pruning failures leading to resource starvation, and inadequate launch readiness governance. Through real-world examples and evidence from companies like Bosch (which terminates 70% of early-stage ideas as "necessary success"), we demonstrate how these hidden governance missteps silently kill promising innovations.
The episode reveals striking evidence that companies with effective innovation governance achieve marketplace success rates 2.5 times higher than their peers, with top performers generating 50% of their five-year sales from new products. We provide actionable frameworks for building "gates with teeth" - governance systems with clear decision authority, cross-functional gatekeepers, objective criteria, and funding tied directly to gate decisions. You'll learn how to design balanced KPI systems that encourage the right behaviors and how to integrate project and portfolio governance for optimal resource allocation.
Whether you're struggling with "zombie projects" that drain resources, KPIs that subtly encourage the wrong behaviors, or strategic drift that fragments your innovation efforts, this deep dive offers practical solutions for building governance capabilities that drive consistent commercial success rather than occasional lucky wins. Visit arkaro.com to learn how we can help your organization implement these governance principles or email mark@arkaro.com for a free consultation about your specific innovation challenges.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
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🌐 Visit our website: www.arkaro.com
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📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: AI and Strategy: Why Implementation Remains Human
The growing sophistication of artificial intelligence presents a fascinating paradox for today's business leaders. While AI transforms strategy development with unprecedented analytical power, it simultaneously makes human-centered implementation more crucial than ever before.
We dive into this counterintuitive relationship, examining how AI excels at processing massive datasets, spotting invisible patterns, and generating strategic options at speeds unimaginable to human teams. Yet the very acceleration of strategic insights creates a more demanding implementation environment. When strategies evolve rapidly thanks to AI, organizations need stronger—not weaker—human systems to translate those shifts into coordinated action.
The statistics we explore are sobering: only 14% of employees understand their company's strategy, while 85% of leadership teams spend less than an hour monthly discussing it. The fundamental challenge isn't analytical rigor anymore, but engaging the human systems needed for execution. People don't resist change due to lack of data, but from deeper concerns about autonomy, purpose, and fairness.
This podcast unpacks an approach that works with you, not just for you—addressing the adaptive human elements AI can't touch. It starts with understanding organizational culture and stakeholder dynamics, then moves to co-creation where teams develop nested frameworks connecting corporate goals to their specific challenges. The process continues through hands-on enabling and finally sustaining change through embedded feedback loops.
What emerges is a powerful insight: AI creates the space for more sophisticated human collab
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Welcome to the Arkaro Insights podcast where we help B2B executives deliver better results with the latest ideas in change and innovation for your organization. The episodes feature fascinating discussions with interesting people who have a great story to tell, as well as our original content communicated with AI voices. If you can, please read the show notes to get the most from each episode. Thank you for listening. We hope you enjoy it.
Thank you for listening to the Arkaro Insights podcast. We hope you enjoyed it as much as we enjoyed producing it for you. If you have not done so already, please do subscribe with your favorite podcast provider. Even better, it would be hugely appreciated if you could share the podcast with friends and colleagues. Thank you.
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🌐 Visit our website: www.arkaro.com
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Emotional intelligence emerges as the critical foundation for effective leadership in this candid conversation with executive coach Garrett Forsythe. Drawing from decades of corporate experience, Garrett articulates why technically brilliant professionals often struggle when transitioning to leadership roles - they've been rewarded for knowing answers, not for drawing solutions from others.
The discussion explores fundamental differences between managing (focusing on efficiency and predetermined outcomes) and leading (establishing vision, culture, and acceptable behaviors). Garrett introduces powerful concepts like the "amygdala hijack" - our tendency to react emotionally before thinking rationally - and provides practical strategies for leaders to recognize and manage these responses.
Most compelling is Garrett's insight into how leaders directly shape organizational culture through their behaviors. "The way a leader behaves often is the way an organization behaves," he observes. Leaders who interrupt, bark orders, or focus exclusively on mistakes create toxic environments, while those who celebrate successes and process failures constructively foster psychological safety and innovation.
Building trust requires vulnerability - a challenging concept for many emerging leaders who fear appearing weak. Garrett offers tactical approaches for leaders uncomfortable with vulnerability, including asking "What could two or three possible solutions be?" rather than demanding single answers. This approach engages team members while preserving the leader's ability to guide decision-making.
For listeners navigating today's volatile, uncertain business landscape, Garrett emphasizes adaptability over rigid command-and-control approaches. He concludes with a powerful framework for personal development: focus intensively on developing strengths from good to excellent, work around weaknesses, and identify and fix critical "derailers" before they undermine your leadership effectiveness.
Subscribe for more insights on developing emotional intelligence and building cultures where teams thrive through psychological safety and trust.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
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📧 For business enquiries: mark@arkaro.com
What happens when we fundamentally misunderstand one of strategy's most powerful tools? In this thought-provoking conversation with returning guest Pete Compo, we tackle the frequently misunderstood concept of scenarios and their crucial role in strategic thinking.
When uncertainty looms large, many organizations default to familiar approaches—creating low, medium, and high forecasts before averaging them into a comfortable middle ground. Pete calls this "the tyranny of the mid-case" and explains why it's fundamentally flawed. True scenario thinking isn't about prediction at all, but rather acknowledging the multiple futures that might unfold and considering how they would impact your strategic choices.
One of the most compelling insights from our discussion challenges the common practice of creating different strategies for different scenarios. As Pete eloquently puts it, "Your strategy is at the mercy of all external conditions and events." You don't get to choose which future materializes, so effective strategy must consciously consider various possibilities without attempting to implement multiple approaches simultaneously.
This conversation takes unexpected turns, from questioning when strategy is actually necessary (hint: almost always) to exploring whether organizations must build robustness across all potential futures. Using examples ranging from investment portfolio design to making tea for royalty, Pete illustrates how strategic considerations change dramatically based on your aspirations and the consequences of failure.
By the end, we explore practical guidance for avoiding common scenario pitfalls: never average scenarios, don't ignore upside potential, never use scenarios as forecasts, and remember that scenarios aren't arbitrarily long-term—their timeframe should match your strategic horizon. This episode will transform how you think about preparing your organization for an uncertain future, providing both philosophical insights and practical approaches to more effective strategic planning.
Want to learn more about implementing scenarios in your strategy process? Let us know in the comments, and we'll explore these topics in future episodes.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Read the original series of articles from here: Product Launch Failure: 7 Hidden Root Causes in B2B
Ever wondered why so many exciting B2B product launches fall flat despite solid technology and genuine innovation? The answer lies not in the final marketing push or sales execution, but in decisions made months or even years before launch.
In this deep dive episode, we unpack the startling reality that only 25% of B2B product launches meet revenue targets, and we reveal the seven hidden root causes behind this persistent problem. Like building a house, the commercial launch is just the housewarming party - if the foundation is cracked, no amount of party planning will make it a success.
We begin by examining how organizational culture forms the bedrock of successful innovation, with cross-functional collaboration delivering 1.5 times better launch results than siloed approaches. From there, we explore how the absence of clear innovation strategy leads organizations into the trap of "zombie innovation" - going through motions without delivering value. We dissect weak value propositions, showing how companies frequently misunderstand customer needs or underestimate B2B switching costs.
The conversation moves through flawed business models that fail to profitably deliver innovations to customers, inadequate prototyping that misses critical real-world issues, problematic scale-up transitions, and finally, poor governance that fails to kill doomed projects early. Each section provides practical, actionable frameworks to transform your innovation process.
What separates this analysis from typical innovation advice is our focus on the entire system rather than isolated symptoms. We demonstrate how companies with effective governance see marketplace success rates 2.5 times higher than poor performers. Whether you're leading an innovation team, managing a product portfolio, or overseeing commercial strategy, these insights will fundamentally change how you approach product development and commercialization.
Ready to build an innovation system that consistently delivers value? Listen now and discover the strategic shifts that will transform your product launch success rate.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
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📧 For business enquiries: mark@arkaro.com
What if your business could adapt and thrive in chaos the way military units do? In this fascinating conversation, Adrian Stratta bridges two worlds that rarely intersect meaningfully - military operations and corporate leadership. As a retired officer from the British Parachute Regiment with 20 years of subsequent business transformation experience, Adrian offers unique insights into how military thinking can revolutionize corporate strategy.
The discussion centers on "mission command" - a military approach that ensures everyone understands not just their immediate task but how it connects to the overall mission. This creates organizational resilience when plans inevitably falter. Adrian explains how this principle translates perfectly to business environments where change is constant and unpredictability is guaranteed.
A shocking revelation emerges when we learn only 28% of executives can correctly identify their own company's strategy when tested. This disconnect between leadership vision and frontline execution creates vulnerabilities that military thinking can address. Adrian contrasts the military's collective "we" mindset with business's tendency toward individual achievement, often at the expense of organizational goals.
The conversation explores how military intelligence gathering - collecting information from the edges of operations rather than centralized sources - provides a template for more effective business intelligence systems. Successful organizations, Adrian argues, create frameworks for sharing information across traditional silos.
Whether you're leading a team through transformation, struggling with strategy execution, or simply fascinated by organizational behavior, Adrian's journey from paratrooper to business consultant offers valuable lessons about leadership in uncertain times. His closing advice - understand your environment, listen actively, and share opportunities rather than hoarding them - provides a practical framework for applying military wisdom to business challenges.
See more here Military Strategy: VUCA Lessons from the Parachute Regiment
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
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📧 For business enquiries: mark@arkaro.com
What if the skills needed to navigate a commercial aircraft through crisis could transform how we lead organizations? Barry Eustance's remarkable journey from cockpit to corporate leadership reveals powerful parallels between aviation safety and organizational excellence.
Barry's fascination with flying began at age five when a captain invited him onto the flight deck during his birthday flight. That moment sparked a lifelong passion culminating in a career that bridges aviation and leadership development. Through his experiences, Barry illuminates how the airline industry's evolution from authoritarian command structures to collaborative teamwork mirrors the transformation needed in modern organizations.
The podcast explores how tragic aviation accidents forced a fundamental rethinking of leadership approaches. The development of Crew Resource Management shifted focus from rigid hierarchies to team-based decision-making—a change that saved countless lives and offers profound lessons for business leaders. As Barry explains, "The people who make you a leader are the people that you lead and those are the people you serve." This philosophy underpins his PEOPLE framework for change leadership: People-centric leadership, Empowerment, Optimizing the organization, Purpose-driven vision, Learning, and Embedding change.
Perhaps most fascinating is Barry's discussion of FIPTDODAR, an aviation emergency protocol that translates seamlessly to business crisis management. When facing critical situations, the first imperative remains "fly the airplane"—a powerful reminder that amid problem-solving, core operations must continue. This structured approach prevents the dangerous fixation on specific issues while neglecting fundamental responsibilities.
As organizations increasingly integrate artificial intelligence, Barry offers balanced perspective on technology's potential and limitations. While acknowledging AI's value in handling routine tasks, he emphasizes the irreplaceable human elements of leadership: experience, intuition, and ethical judgment. "AI supports humans, not the other way around," he reminds us, highlighting that meaningful leadership remains fundamentally about people.
Join us for this illuminating conversation that will transform how you think about leadership, decision-making under pressure, and creating environments where teams truly thrive. What aviation-inspired principles might elevate your leadership approach?
See more here What Flying a Plane Taught Me About Collaborative Leadership
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: Scale-Up Mistakes That Harm Product Launches
Why do technically brilliant products still fail in the market? The answer lies not in the science itself, but in what happens when laboratory success collides with manufacturing reality.
This deep dive explores the hidden trap that captures even the most innovative companies: scale-up failures. Drawing from Mark Blackwell's compelling article "From prototype to production: when scale-up impacts product launch success," we uncover how seemingly minor decisions made during early product development can become catastrophic commercial vulnerabilities later on.
Through eye-opening case studies like Amorous Biotechnologies and BioAmber, we reveal the three distinct patterns of scale-up failure that consistently derail product launches. You'll discover how technically perfect biofuel products were forced to pivot to cosmetics when production costs spiraled, and how a promising biosacinic acid led straight to bankruptcy when fermentation yields collapsed at commercial scale. The pattern becomes clear: laboratory performance rarely translates cleanly to industrial production.
The critical insight? Most organizations operate with dangerous disconnects between R&D, operations, and commercial teams. While scientists perfect formulas in controlled environments, they're unknowingly making decisions that will determine manufacturing costs, operational complexity, and commercial infrastructure needs years later. As one executive notes, "You're essentially building the commercial reality of your product right there in the lab, whether you realize it or not."
If you're responsible for innovation, product development, or manufacturing scale-up in your organization, this episode provides essential questions to assess your current approach. Are your operations and commercial leaders involved early enough? How will your production cost structures at scale affect market positioning? What timeline assumptions are driving your investments, and how realistic are they?
Listen now to transform how your organization bridges the critical gap between technical brilliance and commercial success. Your next product launch might depend on it.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: Product Prototyping Failures: 3 Critical Testing Mistakes
Why do technically brilliant products so often fail in the marketplace? The answer often lies in the crucial but frequently mishandled prototyping and testing phase.
Drawing from Mark Blackwell's insightful article "The Prototyping Trap: How Testing Failures Destroy Product Launches," we dissect three critical failure modes that repeatedly sink promising innovations. Through fascinating case studies including Juicero's $120M flop, Theranos' catastrophic technical failures, and new Coke's market rejection despite 200,000 taste tests, we reveal how even well-funded, technically sophisticated products collapse when prototyping misses the mark.
The discussions unravel how companies fall into predictable traps - building technically impressive solutions to non-problems, failing to deliver on fundamental promises, or missing dangerous risks until it's too late. The StarLink corn contamination case study particularly demonstrates how inadequate risk testing led to 300+ food recalls and nearly $1B in damages when corn meant for animal feed contaminated the human food supply.
Most valuably, we outline five essential practices that consistently successful innovators implement to navigate the prototyping phase effectively. From validating customer value before technical development to creating learning-oriented cultures that embrace failure as information, these actionable strategies can transform how your organization approaches innovation. The insights apply particularly to B2B executives in agriculture, food, and chemicals seeking more reliable pathways from concept to successful market launch.
What if your biggest innovation risk isn't a technical hurdle but rather a fundamental misunderstanding of the problem you're trying to solve? Question your assumptions, strengthen your testing approaches, and transform how you bring new products to market. Reach out to mark@arkaro.com for a free consultation on optimizing your prototyping and testing processes.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: Beyond Volume and Revenue: The Power of Needs-Based Customer Segmentation in B2B
Ever feel like you're speaking a completely different language to your biggest B2B customers? You're not alone. This eye-opening exploration of the "volume trap" reveals why treating all high-volume customers identically is a strategic blind spot costing companies millions.
Through a real-world case study of a chemical manufacturer with three major clients buying similar volumes but with radically different needs, we unpack the dangerous assumption that revenue size equals similar requirements. Meet the three distinct customer types hiding in your revenue reports: cost optimizers focused on the bottom line, innovation partners seeking technical collaboration, and reliability seekers who prioritize operational continuity above all else. Each demands a fundamentally different approach to create value.
The consequences of missing these distinctions go far beyond inefficiency. Resource misallocation, diluted service models, and pricing inefficiencies directly impact your bottom line. But the most painful cost? Missing massive growth opportunities by failing to nurture your most strategically valuable relationships. Our four-step approach to needs-based segmentation—Understand, Co-create, Enable, and Sustain—transforms how organizations engage with customers at every touchpoint. The results speak for themselves: one company achieved 10% better reliability, 20% reduced inventory, and 15% lower handling costs while dramatically improving customer satisfaction.
This isn't just another technical fix—it's an adaptive challenge requiring organizational transformation in how you think about and serve your customers. Ready to escape the volume trap? Start with three practical steps: audit your current segmentation, conduct strategic customer interviews, and bring cross-functional teams together to build a shared understanding of what truly creates value for different customer types. Your most profitable growth opportunities might be hiding in plain sight.
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: 10 Signs Your Organisation Needs VUCA Adaptation
The business landscape has fundamentally changed. Many leaders find themselves navigating unprecedented disruption, discovering that traditional approaches—those relying on predictability and control—no longer deliver results. Welcome to the VUCA era: volatile, uncertain, complex, and ambiguous.
We unpack crucial insights from Arkaro's analysis on the warning signs your organization needs VUCA adaptation. Does your team wait for answers instead of creating them? This might indicate your organization has inadvertently trained people to be order-takers rather than problem-solvers. When the same challenges keep recurring despite apparent solutions, you're likely applying technical fixes to what are actually adaptive challenges. The root causes lie deeper—in behaviours, systems, and cultural elements that remain unchanged.
Change initiatives shouldn't feel like pulling teeth. If they do, recognize that people aren't typically resisting change itself but protecting themselves from the loss and uncertainty of abandoning familiar ways of working. Most telling perhaps is when important issues get swept under the carpet—a clear sign your organization lacks the psychological safety needed for people to surface difficult truths without fear. This fundamental shift requires moving from viewing your organization as a machine with meticulously controlled outputs toward understanding it as a living system.
The provocative question isn't whether your industry will become more volatile, uncertain, complex, and ambiguous—it's whether your organization will be ready when it does. For those ready to transform these challenges into competitive advantages, connect with Arkaro through their website (www.arkaro.com) or LinkedIn, or email Mark Blackwell directly for a free, confidential diagnostic consultation. Your organization can learn to thrive in VUCA environments, but it requires different leadership approaches and a willingness to adapt at every level.
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Connect with Arkaro:
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
What if the greatest threat to AI-powered strategy isn’t technological limitation, but human implementation failure?
Following the publication of our article “AI, Strategy Implementation, and Human Collaboration”, I had the opportunity to explore these themes in depth with Barry Eustance on the Just Great People podcast. The conversation revealed fascinating insights about why human-centred approaches become more crucial as AI capabilities advance, not less.
Link here to the orignal podcast and show notes: https://www.buzzsprout.com/2316310/episodes/17521116
Current Reality:
- Only 14% of employees can describe their company strategy
- 71% can't recognize their own strategy when shown options
- 85% of leadership teams spend <1 hour monthly on strategy
The Acceleration Paradox
AI generates strategies faster, but intensifies human implementation challenges rather than solving them.
Key Insights
The Airline Question: "Would you board a plane with no human pilot?"
- High-stakes situations require human judgment and "shared jeopardy"
- Same applies to AI strategy implementation
The Neuroscience Factor:
- People's brains respond to AI change like "a lion on the savannah"
- Triggers fight-or-flight, shutting down rational thinking
- Risk: "Computer Says No" syndrome—disengaged employees
Solutions
- Team Design Principle: Those delivering strategy should help design it
- Reframe AI: From "Artificial Intelligence" to "Agility and Implementation"
- Human-AI Symbiosis: AI generates options, humans provide context and implementation
Bottom Line
"If you don't invest in human-centered AI integration, your organization will die."
Organizations must develop human capabilities to thrive alongside AI, not be replaced by it.
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Connect with Arkaro:
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Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: Business Model Failures: Why Good Products Can't Reach Customers
Why do brilliant products with compelling value propositions sometimes fail spectacularly in the marketplace? The answer lies not in the technology itself, but in the business model—the crucial "how" that bridges innovation to commercial success.
This deep dive examines the painful reality that technical excellence alone simply isn't enough. Through the cautionary tale of New Age Eats, which invested $32 million developing working cultivated meat technology only to shut down with zero revenue, we explore how regulatory hurdles and commercialization challenges can sink even the most promising ventures. The pattern repeats across industries—from agriculture to construction to aerospace—revealing three fundamental barriers that consistently trip up innovations: channel inadequacy, value chain resistance, and coordination complexity.
Channel inadequacy emerges when distribution pathways can't effectively deliver value, often because dealers face significant training burdens, brand disadvantages, and unfavorable economics compared to established products. Value chain resistance strikes when stakeholders actively block adoption because an innovation threatens their economic interests, as demonstrated by PVC piping's 15-year struggle to penetrate housing construction despite clear technical advantages. Perhaps most challenging is coordination complexity—when multiple independent players must align simultaneously, creating paralyzing chicken-and-egg situations where everyone waits for others to move first.
Organizations that address these business model challenges with the same rigor they apply to technical development gain a powerful advantage. McKinsey research suggests tackling these issues early can cut time to revenue by up to 50%. We explore five crucial practices: mapping your complete go-to-market journey, validating economics for all stakeholders, testing channel acceptance during development, developing multiple business model options, and continuously evolving your approach based on real-world feedback.
Ready to unlock your innovation's full potential? Visit arcaro.com to learn how we help companies navigate these challenges, or email Mark Blackwell directly at mark@arkaro.com for a free consultation on your specific situation.
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Connect with Arkaro:
🔗 Follow us on LinkedIn:
Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Full article: Innovation Strategy Failures: Why 52% struggle with strategy
The innovation paradox is staring us in the face. While a staggering 83% of companies rank innovation as a top-three priority, more than half admit they're operating without clear strategic direction. Most troubling? Despite recognizing this critical flaw, only 30% plan to address it.
We dive deep into what experts call "zombie innovation" – the appearance of innovation activity without the strategic brain to guide it. This phenomenon leads companies to pour resources into developing solutions nobody wants, while executives focus on running more projects faster rather than ensuring they're heading in the right direction. BCG research shows innovation readiness has plummeted from 20% to just 3% in recent years, reflecting this fundamental strategic weakness.
The podcast unpacks three critical failures derailing innovation efforts, particularly in complex B2B sectors like agriculture, food, and chemicals. First, unclear or overly broad innovation strategies provide no meaningful filter for decision-making. Second, attempting to innovate across too many domains simultaneously dilutes expertise and creates undifferentiated "me-too" products. Third, poor market segmentation leads to developing solutions for mythical "average" customers rather than specific groups with urgent needs.
Success stories demonstrate the power of strategic clarity and focus. Companies with clear innovation strategies achieve 32% higher success rates for new products. Organizations like Novo Nordisk and Eli Lilly show how decades of sustained focus in specific domains leads to breakthrough innovations. The evidence is compelling: innovation strategy must be intrinsically connected to overall business strategy, focusing resources where market opportunity meets distinctive capability.
For executives recognizing these symptoms in their organizations, we offer four practical steps to begin addressing the strategy vacuum and transform zombie innovation into meaningful results. Ask yourself: Can everyone involved in innovation across your company articulate what your strategic priorities are? The answer may reveal why your innovation efforts aren't delivering the impact you expect.
Connect with us at www.arkaro.com or email mark@arkaro.com for a free consultation on strengthening your innovation strategy.
Send your thoughts to Arkaro
Connect with Arkaro:
🔗 Follow us on LinkedIn:
Arkaro Company Page: https://www.linkedin.com/company/arkaro
Mark Blackwell: https://www.linkedin.com/in/markrblackwell/
Newsletter - Arkaro Insights: https://www.linkedin.com/newsletters/arkaro-insights-6924308904973631488/
🌐 Visit our website: www.arkaro.com
📺 Subscribe to our YouTube channel: www.youtube.com/@arkaro
📧 For business enquiries: mark@arkaro.com
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
What truly separates successful innovations from commercial failures? While we often blame technical flaws or misreading market signals, the bedrock of innovation success lies in something far more fundamental - your organizational culture.
Delving into groundbreaking research and real-world case studies, we uncover how a genuinely collaborative culture serves as the essential foundation for innovation success in B2B organizations. The evidence is compelling: cross-functional integration makes product launches 1.5 times more likely to succeed, while early sales team involvement drives 20% higher revenue from new products and 14% faster time-to-market.
We examine the devastating impact of functional silos - those invisible walls between departments that create costly handoff problems, missed customer insights, and inconsistent messaging. These barriers don't just slow progress; they fundamentally undermine your innovation potential. Leadership behavior proves critical, as executives either foster collaboration through their actions or inadvertently encourage competition and resource hoarding that cascades throughout the organization.
Psychological safety emerges as another vital component, creating environments where calculated risks and unconventional ideas can flourish. Like Pixar's approach, successful innovators balance nurturing early fragile concepts with implementing rigorous feedback mechanisms to strengthen and refine them over time.
For executives looking to transform their innovation culture, we provide actionable strategies: establishing truly cross-functional teams with decision-making authority, implementing innovation immersion programs to build cross-departmental empathy, aligning incentives to reward collective success, clarifying decision rights, and modeling collaborative leadership behaviors daily.
Unlike specific products that competitors can easily imitate, a deeply collaborative culture becomes embedded in your organization's DNA - creating a sustainable competitive advantage that delivers more accurate insights into customer needs, comprehensive solutions, stronger organizational alignment, and faster learning loops.
Ready to strengthen your innovation foundation? Visit arkaro.com to learn how we can help your organization foster this culture of collaboration, or email Mark Blackwell directly at mark@arkaro.com for a free consultation.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Successful organisational change isn't about splashy launch events—it's about systematically embedding new ways of working into your company's operational DNA. Why do a staggering 70% of change initiatives ultimately fail to deliver their promised results? The answer often lies not in the quality of the solution itself, but in the mechanisms (or lack thereof) for sustaining momentum after the initial excitement fades.
This episode explores the powerful yet often overlooked connection between Integrated Business Planning (IBP) and sustainable change. Drawing on Arkaro's extensive experience working with B2B organisations, we reveal how the structure, cross-functional collaboration, and predictable rhythm inherent in IBP creates the perfect environment for nurturing lasting transformation.
We walk through Arkaro's comprehensive four-stage change framework—Understand, Co-create, Enable, and Sustain—with particular focus on that critical final stage where most initiatives stumble. You'll discover how IBP's regular cycle of meetings creates natural accountability, how it positions mid-level managers as crucial "strategy translators," and how integrating change initiatives directly into your existing business rhythm combats the dreaded initiative fatigue.
Whether you're currently implementing change, struggling with initiatives that have lost momentum, or looking to strengthen your organisation's change capabilities, this episode offers practical guidance on leveraging IBP as your engine for sustainable transformation. The solution to making change stick might already exist within your planning processes—you just need to harness it intentionally.
Ready to transform how your organisation approaches change? Visit arcaro.com or connect with Arkaro on LinkedIn to explore how these insights could benefit your specific challenges. For a personal consultation, reach out directly to Mark Blackwell at mark@arkaro.com.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Drowning in data but starved for strategic clarity? You're not alone. In this thought-provoking exploration of the KPI Paradox, we reveal how corporate giants like General Electric, Ford, and Procter & Gamble fell into the trap of "metric madness" – and how they found their way out.
The problem is deceptively simple: the very tools designed to help us manage better often become obstacles to progress. As Goodhart's Law reminds us, "When a measure becomes a target, it ceases to be a good measure." We unpack this paradox through real-world examples where tracking hundreds of metrics led to strategic paralysis, decision delays, and lost focus.
GE's management became so bogged down with reporting that they couldn't focus on innovation. Ford meticulously tracked production and sales but completely missed the shift toward fuel-efficient vehicles before the 2008 crisis. P&G's granular brand metrics obscured critical insights about changing consumer preferences across their portfolio. The pattern is clear – in their quest to measure everything, these companies ended up managing nothing.
But there's hope. We explore how these same organisations recovered by drastically simplifying their KPI frameworks, focusing on fewer but more strategically aligned metrics. We introduce a more balanced approach to measurement that includes not just traditional outcome metrics but also adherence metrics (are you executing your strategy?) and foundational metrics (are your strategic assumptions correct?).
For B2B executives navigating complex change initiatives, this episode offers a roadmap to escape metric overload and refocus on what truly drives value. The competitive edge no longer comes from having more data – it comes from knowing exactly what to measure and when. Visit arkaro.com to learn how we can help your organisation cut through the noise and develop KPIs that actually support strategic success.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Every organisation wants to improve performance, but what happens when the very metrics designed to drive success end up causing more harm than good? This fascinating deep dive explores Goodhart's Law – the principle that "when a measure becomes a target, it ceases to be a good measure" – and reveals how this deceptively simple concept plays out with sometimes disastrous consequences.
We journey through compelling historical examples, from the colonial authorities who inadvertently created rat farming operations in Vietnam to the British rulers whose cobra bounty program backfired spectacularly in India. These historical anecdotes illuminate the same psychological forces that drove modern corporate scandals at Volkswagen and Wells Fargo, where narrowly defined metrics and intense pressure to hit targets led to systemic deception and billions in damages.
But this isn't just a cautionary tale. We examine practical strategies for creating measurement systems that actually drive the right behaviors and outcomes: balancing multiple metrics instead of fixating on single numbers, carefully linking measures to incentives, regularly reviewing and adjusting your KPIs, testing foundational assumptions, and incorporating qualitative feedback alongside quantitative data. You'll learn how to use metrics as helpful guides rather than rigid dictators, and how to build measurement approaches that create genuine value for customers, employees, and organisations alike.
Ready to rethink how you measure success? Visit arkaro.com to learn how our consultancy can help your organisation implement effective strategies for measurement, change, and innovation. For a free consultation about your specific challenges, contact Mark Blackwell directly at mark@arkaro.com.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
The value proposition gap stands as the single most significant factor in why new B2B products fail—and fail they do, at an alarming rate of 80% within their first year of launch.
Drawing from Mark Blackwell's incisive article, we dissect what happens when companies build offerings based on internal assumptions rather than validated customer needs. The cautionary tale of Forward Health serves as a sobering example: despite $650 million in funding, they created healthcare solutions that fundamentally misunderstood what patients truly valued—the human connection in healthcare, not just technological convenience.
We explore three critical failure modes that doom value propositions from the start. First, misunderstanding customer needs—failing to grasp what customers are truly trying to accomplish and the problems they genuinely need solved. Second, insufficient differentiation—creating "me too" products or falling prey to the "utopian illusion" where innovators become enamored with potential benefits while downplaying risks and complexities. Third, inadequate switching value—underestimating the enormous inertia and real costs customers face when changing from established solutions.
The path forward lies in five powerful practices employed by successful companies like Bosch, who systematically gather evidence before building and retire 70% of initial ideas that lack customer validation. These practices include starting with jobs-to-be-done, quantifying the complete value equation with hard numbers, validating through progressive disclosure, mapping the full adoption journey, and addressing the needs of all stakeholders in the value chain.
Your value proposition isn't just marketing language—it's the foundation upon which successful B2B products are built. When it's weak, no amount of execution excellence can compensate. How does your offering stack up? Visit arkaro.com to learn more about building value propositions that truly resonate with customers and justify their decision to change.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
The frustrating disconnect between corporate strategy and daily execution plagues countless B2B organisations. Despite investing heavily in strategic planning—the offsite meetings, consultant reports, data analysis—many companies struggle to translate carefully crafted visions into meaningful action. When only 28% of executives can name three strategic priorities (MIT Sloan Management Review), how can we expect frontline teams to implement effectively?
This strategy-execution gap manifests in diluted messaging as strategies cascade downward, functional silos developing as teams optimise their own operations without considering broader goals, and operational inefficiencies that ultimately stall organisational progress. Organisations typically attempt to bridge this divide through either traditional consulting (the "do-it-for-you" model) or facilitation (the "do-it-with-you" approach), but each has limitations when used alone.
What's needed is a structured framework connecting different levels of strategy throughout the organisation—this is where the emergent approach and nested strategy frameworks shine. A complete strategy isn't just about corporate-level objectives; it must provide clear direction for decision-making through four essential components: aspirations (defined targets), diagnosis (understanding current situations and bottlenecks), rules (real-time decision-making guidelines), and plans and metrics (progress tracking mechanisms).
The concept of nested strategy frameworks recognises that different parts of your business face unique challenges. While your overarching corporate strategy sets the general direction, each level develops its own focused framework that takes corporate goals as their North Star but addresses specific bottlenecks they face. For example, a chemical company focusing on specialty applications would see product management prioritising development resources toward specialty products, while regional sales builds relationships with technical decision-makers, and supply chain implements modular production capabilities—each supporting the main goal through team-specific decisions.
Arkaro's complementary facilitation approach enhances traditional consulting by focusing specifically on implementation—building lasting strategic capabilities within your team rather than delivering static plans. The result? Greater ownership, stronger alignment both horizontally across teams and vertically through the organisation, and ultimately more effective implementation that drives real results.
Visit arkaro.com to learn how we help B2B executives achieve better results through facilitated strategy development, or email Mark directly at mark@arkaro.com for a free consultation.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
What if resistance to change isn't your biggest headache, but your most valuable asset? We're flipping the script on traditional change management by exploring how pushback, skepticism, and hesitation can actually strengthen your organisational transformations.
The numbers are sobering: 70% of improvement projects fail to meet their goals. But what separates the successful 30%? It might be their approach to resistance itself. Rather than seeing it as negativity to overcome, forward-thinking leaders recognise resistance as engagement—a signal that people care enough to voice concerns about potential issues that could derail your initiative.
Arkaro's distinctive "Do it with you" methodology provides a practical framework for this mindset shift through four key phases. The Understanding phase creates safe spaces for active listening, uncovering the root causes behind surface complaints using techniques like the "five whys." The Co-create phase brings skeptics directly into solution development, leveraging influential peer "change champions" to build ownership. The Enable phase provides targeted support through frameworks like ADKAR, addressing specific skill gaps and testing solutions via pilot programs. Finally, the Sustain phase embeds changes through collaborative metrics and ongoing feedback loops.
This approach works especially well for complex B2B transformations like strategy shifts, operating model changes, and commercial excellence programs. By reframing resistance from roadblock to roadmap enhancement, you gain invaluable insights that strengthen your initiatives and dramatically increase your odds of lasting success.
Ready to transform how your organisation handles change? Connect with Arkaro's team of experienced practitioners who bring a 360-degree perspective to your unique challenges. Visit arkaro.com or email Mark Blackwell (mark@arkaro.com) directly for a no-obligation consultation about your specific situation.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
The gap between strategic vision and operational execution plagues many B2B organisations today. While most leaders recognise the need for effective planning, fewer understand the crucial distinction between traditional Sales and Operations Planning (S&OP) and its more evolved counterpart, Integrated Business Planning (IBP).
Drawing from Mark Blackwell's insightful LinkedIn article, this episode unpacks the transformation from S&OP's origins in the 1980s as a supply-demand balancing act to IBP's comprehensive approach that aligns entire organisations around strategic outcomes. We explore Gartner's five-stage maturity model that maps this evolution—from reactive firefighting to collaborative orchestration—and detail the fundamental differences that separate immature S&OP from mature IBP.
The distinction goes far beyond semantics. While S&OP typically operates with a three-month horizon focused on volume metrics and quarterly targets, IBP extends planning to 24 months with value-based decision-making directly tied to strategic objectives. This shift requires executive leadership involvement, cross-functional integration, and a fundamental change in how resources are allocated across the organisation. For executives trapped in the quarterly earnings cycle or struggling with strategy execution despite well-defined objectives, these differences matter tremendously.
The episode provides clear indicators that your organisation might benefit from evolving toward IBP—from consistently falling short on strategy execution to operating in perpetual firefighting mode. By breaking down departmental silos and creating a single source of truth, IBP offers the framework to transform planning from a time-consuming obligation into a strategic advantage that drives meaningful business outcomes.
Ready to transform your planning approach? Visit www.arkaro.com or contact Mark Blackwell directly at mark@arkaro.com for a free consultation on how IBP can help your organisation bridge the gap between strategic vision and operational reality.
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Welcome to the Arkaro Insights podcast. We've utilised AI technology to transform our written expertise into this conversational format for your convenience, making our insights on product launch failures more accessible and engaging.
When faced with product launch disappointments, executives instinctively look for immediate causes. All too often, they point to the commercial launch phase as the culprit—questioning marketing materials, sales training, or launch event execution. This is a crucial insight: leaders tend to blame the phase they are currently experiencing, forgetting everything that has happened before in the innovation journey.
But is the commercial launch really where most product failures originate? After working with dozens of companies across Agriculture, Food, and Chemicals industries, we've found that while execution of the commercial launch certainly matters, the seeds of failure are typically planted much earlier in the innovation process.
The 7 Hidden Root Causes
In this episode, we explore the seven critical failure points that typically emerge early in the innovation journey—long before the launch phase that executives tend to blame:
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Lack of Collaborative Culture
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Absence of Clear Innovation Strategy
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Weak Value Proposition
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Flawed Business Models
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Inadequate Prototyping
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Problematic Scale-Up
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Poor Governance
The Arkaro Approach
At Arkaro, our "do it with you" approach helps clients build innovation capabilities by addressing these core failure points holistically. We focus on aligning innovation with business strategy, applying Jobs to be Done methodology to understand customer needs, generating ideas targeted at validated problems, implementing agile stage-gated processes that validate assumptions early, building sustainable innovation governance, and fostering cross-functional collaboration.
Why consider an external partner like Arkaro?Even if you suspect your product launch challenges extend beyond the commercial phase, addressing these fundamental issues can be difficult from within.
Changing organisational fundamentals is hard work. Transforming collaborative culture, innovation strategy, or governance requires both expertise and persistence. While you may recognise the problems, implementing solutions demands significant time and focus that your team may not have alongside their day-to-day responsibilities.
Internal teams often struggle to see, accept, or challenge embedded practices. Organisational blind spots, existing power dynamics, and the challenge of speaking truth to leadership can make it difficult for insiders to drive fundamental change. Sometimes it takes an outside perspective to ask the uncomfortable questions and highlight what internal teams already suspect but haven't been able to address.
This is why an outside partner who truly understands the challenges and will work alongside you makes all the difference. At Arkaro, we don't deliver theoretical frameworks and walk away. We bring both the external perspective needed to identify root causes and the practical, collaborative approach required to implement lasting solutions. We get on the pitch with you—working side by side to transform your innovation system while building your team's capabilities.
Are you experiencing challenges with product launches in your organisation? Do you suspect the issues lie deeper than commercial execution but need help addressing them effectively?
Contact us at mark@arkaro.com or visit www.arkaro.com to discuss how our "do it with you" approach can you.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Struggling to translate your strategic vision into day-to-day operational reality? You're not alone. Many B2B executives face this frustrating gap between brilliant plans and actual results. The culprit? Often it's an outdated or misaligned operating model.
This episode unpacks the critical role your operating model plays as the engine that powers strategic execution. More than just an org chart, your operating model encompasses your entire value delivery system – organisational structure, core processes, governance frameworks, capabilities, roles, metrics, and supporting technology. When these components work in harmony, execution follows naturally. When they fall out of alignment, even the best strategies falter.
We dive deep into Arkaro's unique "do-it-with-you" methodology for operating model revitalisation. Their four-stage approach – understand, co-create, enable, and sustain – combines technical excellence with meaningful people engagement. Rather than simply delivering recommendations, they work alongside your team to build lasting internal capabilities. This collaborative approach ensures changes stick long after the consultants leave, creating sustainable business transformation.
The episode explores how this methodology applies to critical operating model elements like strategy validation, customer linkage, operational processes, and integrated planning. Each area delivers specific business benefits: coherence between strategy and operations, better alignment with market needs, process optimisation, and breaking down functional silos. The result? More efficient operations, better customer relationships, faster deal closures, and improved business performance across all metrics.
Whether you're grappling with fragmented processes, siloed functions, sustainability challenges, or struggling to align execution with strategy, revitalising your operating model could be the key to unlocking your organisation's full potential. Visit www.arkaro.com to learn more or email mark@arkaro.com for a free consultation about your specific situation.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
We tackle the critical challenge many B2B companies face: maintaining clear boundaries between strategic planning processes and daily execution activities. When these lines blur, companies find themselves trapped in a cycle of firefighting that prevents meaningful strategic work.
• S&OP (Sales and Operations Planning) should focus on medium-term horizons (3-12 months) and strategic alignment
• IBP (Integrated Business Planning) extends planning to 24+ months with focus on value, not just volumes
• S&OE (Sales and Operations Execution) handles the day-to-day operations and tactical problem solving
• Warning signs of blurred boundaries include planning meetings becoming firefighting sessions
• When senior leaders disengage from planning processes, strategic vision diminishes
• Clear separation between planning and execution creates better focus at all organizational levels
• With proper boundaries, companies achieve better resource allocation and more effective collaboration
• Fixing blurred boundaries can show results in 3-4 months, with full benefits realized in 6-12 months
Visit arkaro.com to learn more about how we help companies establish clear boundaries between planning and execution processes, or contact Mark directly at mark@arkaro.com.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
The staggering reality that 70% of transformation initiatives fail demands a serious rethinking of how businesses engage with consultants. This episode dissects the crucial difference between consultants who "do it for you" versus those who "do it with you" – a distinction that can determine whether your significant investment yields lasting change or just another dust-collecting strategy document.
We explore the three fundamental flaws of traditional consulting: superficial understanding that misses cultural nuances and unwritten rules; dependency creation that weakens your organisation's strategic muscles; and perhaps most damaging, the lack of ownership that dooms even brilliant strategies to implementation failure. These pitfalls explain why beautifully polished presentations that generate initial excitement so often fail to deliver meaningful results months later.
The collaborative "do it with you" approach offers a compelling alternative. Instead of consultants working as detached experts, they function as partners alongside your team, combining external perspective with your organisation's intimate knowledge. This methodology builds internal capabilities through four critical steps: deeply understanding your unique context; co-creating tailored solutions that fit your reality; enabling your team with the necessary skills and tools; and ensuring changes become embedded in your organisational DNA.
Arkaro's distinctive approach brings together consultants with both practical business experience and formal expertise, working shoulder-to-shoulder with your team. As our tagline emphasises, "We don't just coach, we get on the pitch with you." The ultimate goal isn't delivering impressive slide decks but creating sustainable value generation that continues long after the engagement ends.
Ready to transform how your organisation works with consultants? Visit arkaro.com or contact Mark Blackwell directly at mark@arkaro.com to discuss how this collaborative approach might work for your specific challenges.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
A startling paradox stands at the heart of business innovation today: while 83% of companies prioritise innovation in their top three strategic goals, actual innovation readiness continues to decline. This disconnect reveals a fundamental challenge that keeps executives awake at night - the gap between innovation ambition and tangible results.
Mark Blackwell's recent article "The Innovation Strategy Imperative" dissects this phenomenon with surgical precision, identifying what he calls the "quick win trap." When pressured to demonstrate progress, organisations often launch numerous innovation projects without strategic direction, creating a flurry of activity that rarely translates to meaningful outcomes. The consequences materialise as poor returns, resource-draining "zombie projects," and consistently underwhelming product launches.
The path forward requires more than operational tweaks. BCG research reveals six critical practices that separate innovation leaders from laggards: senior executive ownership, clear alignment between innovation and strategic goals, focus on competitive advantages, defined innovation domains, balanced portfolio structure, and quantified objectives. Companies adopting at least four of these practices consistently achieve higher sales from new products - concrete evidence that strategic innovation drives business results.
Arkaro's "do it with you" approach offers a practical methodology for bridging the innovation gap through five key steps: establishing clear business strategy as your foundation, defining innovation domains based on market analysis and organisational strengths, securing genuine leadership commitment, building both technical and cultural innovation capabilities, and implementing effective governance systems. This comprehensive framework transforms innovation from a scattered, resource-draining exercise into a reliable growth engine.
If you're struggling to see real results from your innovation efforts, reach out to Mark directly at mark@arkaro.com to discuss how this approach might help your organisation turn innovation ambition into measurable business impact.
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Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Supply chain excellence isn't just about moving products from A to B—it's about orchestrating a complex symphony of forecasting, production, inventory, and delivery that directly impacts your bottom line and customer satisfaction. In this deep exploration of Forecast-Driven Fulfilment (FDF), we reveal how top B2B organisations are transforming their operations by connecting what they expect to sell with how it actually reaches customers' hands.
Most executives recognise the symptoms: warehouses packed with inventory that isn't moving, manufacturing schedules that feel more like suggestions, production bottlenecks tied to specific SKUs, and customer service teams perpetually extinguishing fires. The temptation is to simply increase safety stock, but as we uncover, companies struggling with service often already have excessive inventory. The real challenge? Having the right products in the right places at precisely the right times.
FDF represents a fundamental shift in operational thinking that breaks down silos between departments. We explore how production scheduling becomes a point of tension between manufacturing efficiency and sales expectations, the different approaches taken by commodity producers versus specialised suppliers, and the critical importance of having predefined decision-making processes for handling unexpected orders. The most successful implementations involve robust Sales and Operations Execution (S&OE) meetings where cross-functional teams align forecasts with business goals.
The results speak volumes: one B2B specialty chemical company implementing FDF saw a 10% improvement in order reliability, transformed their Net Promoter Score from detractor to promoter, reduced inventory by 20% while improving service, and decreased order handling costs by 15%. Perhaps most importantly, their enhanced operational resilience helped them weather post-COVID supply chain disruptions far better than competitors.
Ready to transform your B2B operations? Visit www.arkaro.com, follow us on LinkedIn, or email Mark Blackwell directly at mark@arkaro.com for a free consultation to discuss how Forecast-Driven Fulfilment might revolutionise your business.
Send your thoughts to Arkaro
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
Technical brilliance got you promoted, but now you're drowning in leadership challenges you weren't prepared for. Sound familiar? This fundamental disconnect between technical expertise and leadership capability creates an invisible ceiling for countless talented professionals.
We take a deep dive into what Garrett Forsythe from Arkaro calls "The Hidden Leadership Gap" – that critical blind spot where organisations promote their technical stars without equipping them with essential leadership skills. Mark Blackwell, Arkaro's founder, explains how this creates a leadership vacuum that directly impacts business performance.
The consequences extend far beyond individual careers. When organisations invest heavily in technical training while neglecting leadership development, they create environments where teams struggle to collaborate, strategies fail to execute, and innovation stagnates. The most alarming part? Many technical leaders don't even recognise their blind spots because they've never been given a framework to understand effective leadership.
What specific skills create this gap? Understanding different personalities and leveraging those differences. Building emotional intelligence to manage both personal and team emotions. Navigating conflict productively instead of avoiding it. Translating complex technical concepts through compelling storytelling. Creating psychological safety where innovation can flourish. These aren't just feel-good concepts – research shows direct links between these capabilities and measurable business outcomes.
Arkaro's unique "do-it-with-you" approach addresses this gap through practical, personalised development that happens within the context of everyday work. As Blackwell says, "We don't just coach, we get on the pitch with you." This hands-on methodology transforms organisations from the inside out, creating sustainable improvements in collaboration, strategy execution, and adaptability.
Ready to bridge your organisation's leadership gap? Visit www.arkaro.com or connect with them on LinkedIn (https://www.linkedin.com/company/arkaro) to discover how balancing technical excellence with leadership development could unlock your team's full potential.
To read a full copy of the The Hidden Leadership Gap article go to https://www.linkedin.com/pulse/hidden-leadership-gap-why-technical-excellence-isnt-enough-arkaro-isobf
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"One thing we can say for sure innovation outcomes do not just happen by chance, they need to be created, they need to be built. And it takes an effort. It takes a journey to be successful at the business of innovation. And so that's where having a sound innovation process comes in because a sound innovation process essentially helps you to what is almost invariably a very complex journey. "
Today we are talking to Simone Arizzi on the importance of an innovation process.
Simone is the Managing Director of Arizzi Technology & Innovation Consulting GmbH. His company provides specialised consulting services on sustainability and innovation management topics to technology driven firms in several countries. Until 2020 he was regional CTO for DuPont for EMEA and Asia Pacific. Based in Geneva, he was also the Managing Director of DuPont in Switzerland and President of DuPont Italiana. Previously in his career he held a variety of technology and business management positions in DuPont in the US and Europe. He holds a chemical engineering degree from the ETH in Zürich, and a Ph.D. in chemical engineering from MIT.
To contact Arkaro go to our website www.arkaro.com and follow Arkaro on LinkedIn.
Today we are talking with Peter Compo, author of the new book, The Emergent Approach to Strategy
With a doctorate in Chemical Engineering from the City College of New York, and also a musical background, he spent twenty-five years at E. I. DuPont in a wide range of leadership positions including product, marketing, supply chain, and business management, and he was the corporate lead for integrated business planning. He left the company after 25 years to work full time on developing the Emergent Approach. His mission is to help organizations achieve a new level of clarity in their strategy and to fully embrace the adaptive view of the world.
Today we shall learn about the 5 disqualifiers of strategy. To learn more read the Arkaro Insights article "Have you tested your strategy recently?" on www.arkaro.com
Today we are talking with Peter Compo, author of the new book, The Emergent Approach to Strategy
With a background in music, and a doctorate in Chemical Engineering from City College New York, Peter spent 25 years at E.I. DuPont in the US, where he held a wide range of leadership positions in marketing, supply chain, product, and business management. He left the company to work full-time on developing the Emergent Approach.
Despite all that has been written on strategy confusion on the definition remains. Pete summarises the 75 definitions he has identified and propose a solution.
To learn more see the Arkaro Insights article "What is the Definition of Strategy?" on www.arkaro.com