A dilemma suggests a choice between two or more equally undesirable alternatives. It’s a frequent managerial situation where a decision, and ultimately trade offs must be made to solve a problem. The real problem is not the lack of attractive alternatives, but a lack of understanding of the problem itself.]]>
A truncated quote is often attributed to Peter Drucker, “You can’t manage what you cannot measure.” The continuation of that thought continues, “You can’t measure everything that matters.” The first half has become embedded into our DNA. The second half is simply false. You can measure what matters, but not by the same metrics as everything else. 
Every organization wants people with answers. I prefer people with questions – specific questions like: What if? Why not? Then what?
Questions do more than seek response. They provide direction. A question well asked is half answered. Ask “Then what?” and you’re exploring beyond tactics to the strategic potential of the solution.
Some solutions only postpone the problem. Some offload the problem without really solving it. Some solve one problem but create another downstream.
Then what?
After months of cutbacks, reductions and layoff, is your organization ready for an economic rebound? Emotionally? Probably yes.The path of least resistance is also the path of least responsibility for protecting long term stakeholder value. The predictable path is the one that trades short term compliance for future competitive advantage.
An innovative organization, however, will see the problem differently. Instead of a restriction, it will identify the emerging industry pattern and will find the path which creates differentiation. Exploiting this path leads to new opportunity.
Bob Willard has authored numerous books on the business case for sustainability.]]>
I see it this way: If innovation is not strategic, it’s not innovative enough. If strategy is not innovative, it’s not an effective strategy. It’s that simple.]]>
Bill McKibben, in his book, Deep Economy, illuminates several excellent perspectives on the state of the globe. More interestingly, he addresses the responsibility of innovation. 
In sculpture, it’s the negative space – what isn’t there – that makes what IS there so powerful. Negative space, also known as white space, is where nothing appears to be. In an object focused society, we see what is, and rarely take the time to consider what isn’t. We focus on the solid and tangible, forgetting that it is the intangible compliment that completes the whole picture. Think yin yang. Positive and negative are rarely equal in size and shape, but always equal in importance.