Whether they are well-known or unknown, we can learn important lessons from the stories of real people and companies who have persevered and overcome the daunting problems often faced in leading or managing the creation of new technologies, innovative ideas, products or business processes, new organizations, business turnarounds, and almost any other issue requiring major change to the status quo. Although we are of course a business magazine, there are also valuable lessons to be learned beyond business where we can be inspired by the experiences, perspectives and methods used by people involved in diverse issues such as politics, medicine, space flight, movies and much more.

One of the most difficult challenges in business is to innovate from within a large organization, where each department and division competes for resources and attention. These internal forces exert a powerful drag, yet some companies seem able to overcome this and successfully produce and employ new ideas. In this his fourth article in the series, Professor Neal Thornberry shows us how an entrepreneurial manager worked to overcome many obstacles inside giant IBM and successfully built a new business line. December 2007

By Prof. Neal Thornberry;

Through the work of his Menlo Park Lab Edison proved that research to discover innovative new products could be profitable. Prior to his discoveries leading to recorded sound, lighting systems and electrical generation, companies conducted research only to support existing products. His many successes led others to pursue innovation as a driver of their business strategy and this trend has magnified throughout this century, leading to a continuous flow of new inventions. To start this revolution Edison had to first create the whole business of innovation and all its processes.

James Watkinson & Insight Staff;

America's greatest inventor spawned many businesses. In fact, his work led to the creation of entire industries. Edison was a prodigious worker, challenger of the status quo and identifier of opportunities. What can today's leaders learn from Edison and how does he rate against our modern criteria for leaders?

James Watkinson & Insight Staff;

In the last of his recent interview series Southwest Airlines Executive Chairman Herb Kelleher speaks with the Insight about the challenges faced by the airline in its early entrepreneurial years as they worked to create a new market segment in air travel, how they managed the strategy, people and growth as the company transitioned to become a large organization, and his thoughts about the future of his famous company. In closing, we present our own view of Southwest Airlines people, culture and strategy drawn from a field visit with one of their airport operations. July 2005

By Professor Allan Cohen, James Watkinson and Jenny Boone;

Some people are surprised to learn that many entrepreneurs work successfully in larger, established companies. Among them is a particular type of leader we call explorers, who take an active role in the market paying attention to the latest trends, competitor moves, and customer opportunities. Their efforts often produce industry or market changing new business ventures. In this article Prof. Thornberry reviews the nature of entrepreneurial explorers through the story of John Kilcullen’s success in creating the Dummies book series. June 2006

Prof. Neal Thornberry and Insight staff;

Can we revolutionize healthcare with an idea that improves people’s health using products and procedures that significantly cut risk and cost, while speeding the time for recovery and in the process build a highly successful company? The answer, like the story of many disruptive innovations is a tale marked by constant challenges. Here in his own words, John Abele provides readers with a look at BSCI’s successful methods for creating new markets, building a business based on disruptive technology, how BSCI maintains its entrepreneurial spirit, and his views on trends shaping the future of patient care. May 2005

Insight Staff;

Herb Kelleher, Co-founder and Chairman of Southwest Airlines shares his views on the skills, characteristics and personal tools needed to successfully build new enterprises and develop new business ideas even in larger companies. Feb. 2003.

James Watkinson & Insight Staff;