Seth Kahan

Almost every morning I get up around 6-6:30am. Today I got up at 11. It was the first time in a few years. Some days you’ve just got to take a break. This Thursday I go off into the wild blue yonder with my son, Gabe. I first took him camping when he was two. […]

Every business owner knows the market can shift on a dime or a headline. Positive inflection points are sometimes generated in response to these changes in market conditions. For innovation to thrive, your foundation must provide both the stability required to weather change as well as the flexibility to jump at sudden advantage. In 2010

A retreat is a quiet or secluded place where you can rest and relax. As I write this I am staying at the Holy Wisdom Monastery just outside Madison, Wisconsin. I came here to work with the woman who is helping me to midwife my next book, Sarah White. She lives close by and we

Take a look at your business from a variety of angles. This includes seeing your operation as your customers and key partners see it. It will help you know what is non-negotiable and what you can change. Shifting perspective is about understanding why people do business or join forces with you. If you do not

Being innovative in today’s environment means taking adverse conditions and finding ways to use their momentum to your advantage, harnessing their movement and direction to fuel your growth. Imagine if you could take all the frustration and time spent coping with and literally harness it to propel you to a new level of performance. Wouldn’t

Competitive intelligence is information about products, customers, competitors, the market and internal capabilities that support your ability to make strategic decisions. Effective innovation requires this kind of intelligence to make smart choices that take into account each of these areas. I have been conducting competitive intelligence for my executive clients since 2000. I find it

I first read Peter Senge’s book, The Fifth Discipline: the Art and Practice of the Learning Organization, in the mid 90s. I had never heard of Senge and was impressed by his approach. I shared the book with my boss and within a couple of weeks we were in sitting in Senge’s office in Cambridge

Every major change brings with it a dip in production before it swings up into an increase. This dip has two dimensions: productivity and time as you will see below. In 1999 I led the communications effort for the total replacement of all systems in the World Bank, a global organization of 15,000 people in

Today I am writing about the game of business. I find it useful to define this game using four elements: 1. The value proposition, 2. The core competencies required to deliver that value, 3. The set of target customers, and 4. The reframing that takes place in the minds of the stakeholders. For example, let’s

Canada has eighty-one billionaires, but only one who has pledged to give it all away. On Saturday the Globe and Mail reported that Jeffrey Skoll, past president and first fulltime employee of eBay, signed the Giving Pledge – a commitment to give away the majority of his money to philanthropy. In so doing he joins