Author Archives: Colonel Bill De Marco

Intrapreneurship: developing innovation ecosystems in big organisations

Intrapreneurship: developing innovation ecosystems in big organisations

The leadership literature is rife with concepts regarding the need for bold leaders at all levels who encourage innovation, embrace new thinking, and take risks to achieve success. As a United States Air Force Officer and pilot by trade, I know the USAF is all about innovation and has historically been so. Just ponder OrvilleRead more

Clones and bad ideas

Clones and bad ideas

The Play-Doh factory Remember Play-Doh? If not, Play-Doh is a children’s modelling clay used for arts and crafts projects. It is composed of flour, water, salt, boric acid and mineral oil. First manufactured in Cincinnati, Ohio USA in the 1930s, Play-Doh was repurposed from a failed attempt at wallpaper cleaner. I love Play-Doh. As aRead more

Embracing dissenters: why you need people who ask difficult questions

Embracing dissenters: why you need people who ask difficult questions

Dissent within organisations is not necessarily a bad thing as Colonel Bill De Marco (CJBS Fellow of Social Innovation) and Dr Ben Hardy (CJBS Fellow in Management, Finance & Physiology) argue in the blogs below; organisations need to embrace dissenters to ensure all the difficult questions are addressed, alternatives considered and to avoid groupthink. Bill:Read more

Public sector intraprenurship: overcoming bureaucratic immune systems

Public sector intraprenurship: overcoming bureaucratic immune systems

In a massive public bureaucracy like the US Military, what is intraprenurship and is it possible? Intraprenurship is a leadership style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques that are more traditionally thought of as being the province of entrepreneurship. Bureaucracy needs intrapreneurs Large organisations need intrapreneurs toRead more

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