Chris Baggott—co-founder of ExactTarget and ClusterTruck—talks with host Mason King about what makes an idea disruptive and explains why it’s so much easier for startups, rather than established companies, to come up with innovations.
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When the pandemic hit last spring, KAR Global had little choice but to shut down its in-person, wholesale auto auctions, which had been the publicly traded company’s backbone for years. But within two weeks, the Carmel-based company was back up and running—with 100% remote auctions. So how did KAR make it happen?
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For decades, one industry—health care—has largely clung to its traditional model of person-to-person visits in brick-and-mortar buildings, even as other industries have gone virtual. It took a pandemic to disrupt everything, almost overnight.
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One reason is that big companies are focused on staying on course—maintaining the successes and strengths that made them big in the first place. And if you’re always on course, there’s little room for innovation.
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Tamara Cypress—of Black Onyx Management, Indy Black Businesses Matter and Indy Accomplice—discussed with IBJ the progress that’s been made on equity and inclusion problems and the challenges that still exist.
We all hope that much of what turned the world upside down during the pandemic was temporary. Everyone wants to see mask-wearing, shuttered businesses and social distancing fade in the rearview mirror. But some altered behavior might become permanent, or at least more commonplace.
Just as happened at the beginning of the outbreak, managers and employees are once again navigating terra incognita, feeling their way toward a new workplace normal.
Even as U.S. COVID-19 cases have declined, supply-chain problems have persisted. For a variety of reasons—from shifts in consumer behavior to a plummet in available airline flights to congestion at ocean ports—the pandemic has scrambled everything across a wide swath of industries.
Some organizations are able to consistently thrive in a volatile environment, and it’s no accident. Is it because their leaders are more intelligent? Is it because they have a better plan?
We often hear people talk about the “first-mover advantage.” In reality, academic research suggests the opposite. First movers rarely reap all the benefits of their disruption. In
A global semiconductor shortage, driven in large part by pandemic-related factors, is forcing many central Indiana manufacturers and distributors to broaden their supply base and forecast their needs longer term, along with hoping for federal aid from the president’s infrastructure proposal.
For more than a century, Eli Lilly and Co. has pushed for innovation in the pharmaceutical industry. But six years ago, the drugmaker had to admit it was less than innovative in its own workforce.
The most important example of CICF’s innovative approach to community philanthropy is its journey toward equitable opportunity for all and dismantling systemic racism.
Shaken by protests and social unrest in cities across the country in 2020, employers in particular ramped up diversity commitments within their organizations.
Speakers at the IBJ Life Sciences Power Panel on Friday said their organizations have largely weathered the lockdown—raising records funds, taking on huge expansions, hiring new employees and reporting higher productivity.
ActUp Consulting founder’s classes focus on principles of improvisational theater—celebrating failure, adapting to the moment, and making your fellow performers look good.
Most people have never heard of Energy Systems Network. But they probably either know of or have been affected by one or more of the not-for-profit’s forward-thinking projects.
Philip and Martin Low’s latest venture, Eradivir, was incorporated in February to develop a treatment that would fight the influenza virus, but COVID-19 prompted a tweak to the business plan.
For companies that pursue technological advances and innovative solutions, bias can have an enduring impact, making it easy for the cycle to be perpetuated.
There are numerous practical reasons to not ignore implicit bias. The first is employee disengagement.
In short, design thinking helps us to keep seeking what is right and true, rather than holding onto what we already thought to be perfected.
We checked in with three seasoned innovation leaders about how they’ve helped spur fresh thinking and new product development at large, established enterprises.
The not-for-profit and its health research are a testament to the idea that all innovation is related—even when the connection appears tenuous at first glance.
Around the world, more than 80 vaccine projects are under development by pharmaceutical companies and university research laboratories.
