ANDREW BINNS is an advisor to business leaders on innovation and change. He is a director of Change Logic, a strategic innovation consultancy, and an award-winning author and speaker.

EUGENE IVANOV, PhD, is a former research scientist who specializes in helping organizations use open innovation to solve complex technical and business problems.

Preface and Acknowledgments xiii Corporate Exploration: Insights From the Field xv
Michael Tushman Section I: Strategic Ambition 1 Chapter 1 Strategy Manifesto: Answering the Big "Why" 3
Andrew Binns and Andreas Brandstetter A Problem with Strategy Plans 3 Components of a Strategy Manifesto 4 Creating a Strategy Manifesto 8 Influencer Approach 9 Application Case Study: UNIQA 3.0 Strategic Manifesto 10 Chapter 2 Hunting Zones: Selecting Where to Explore 13
Andrew Binns Hunting Zone 13 Bounded Diversity 13 Defining Hunting Zones 14 Application Case Study: AGC 20 Chapter 3 Outside- In: Overcoming Toxic Assumptions with Market Insight 23
Narendra Laljani Challenging Toxic Assumptions 24 Going Beyond Customer- Led 26 Learn Faster 29 Application Case Study: The Cigna Story 30 Chapter 4 Jobs- to- be- Done: Defining a Market by Customer Outcome 33
Tony Ulwick Market Definition 33 How Should a Market Be Defined? 34 Jobs- to- be- Done Market Definition Canvas 35 Application Case Study: Wearable Sleep-Stage Detection, by Ted Thayer 39 Chapter 5 From Explorer's Insight to Opportunity Story 41
George Glackin Starting Point 41 Explorer's Insight 41 Opportunity Screener 42 Opportunity Story 45 Application Case Study: Cherrisk 48 Section II: Innovation Disciplines 51 Chapter 6 Ideation from Within: How to Generate Breakthrough Ideas from Within Large Corporations 53
Kaihan Krippendorff Ideation 53 Ideas 53 Imagine 55 Dissect 56 Expand 56 Analyze 57 Overcoming Barriers 59 Application Case Study: A Global Media and Entertainment Company 60 Chapter 7 Ideation from Outside: A Step- by- Step Guide to Challenge- Driven Innovation
Bea Schofield and Simon Hill 63 Opportunity for Explorers 63 Networked Problem Solving 63 Open Ideation's Unique Potential 64 Challenge- Driven Innovation 65 Five Traits of a "Good" Challenge 66 Basics of the CDI Process 67 Ideas Matter 72 Application Case Study: UK Ministry of Defence Challenge-Driven Innovation, by Stuart Laws 72 Chapter 8 Business Model Maturity: Using Customer Evidence to Validate New Ventures 75
Michael Nichols and Uwe Kirschner Customer First 75 Maturity Gap 76 Closing the Maturity Gap with Evidence 77 Indicators of Business Model Maturity 78 Assessing the Maturity Gap 81 Application Case Study: Bosch Accelerator Program 83 Chapter 9 Get Out of the Building: How to Gather Customer Discovery Data with Interviews 85
Vanessa Ceia and Sara Carvalho Outside- In Logic 85 Talking to Customers 86 Customer Interviews for Ideating, Incubating, and Scaling 86 Dos and Don'ts of Customer Interviews 90 Application Case Study: Pay-As-You-Own Water Heaters In Kenya 93 Chapter 10 Value Propositions: Using Value Flows and Design Criteria Maps to Create Customer Delight 97
George Glackin Insight to Delight 97 Creating Value Flow and Design Criteria Map 98 Application Case Study: P&G's Swiffer 102 Chapter 11 Business Experiments: De- risking Execution Spend Through Experiments 105Sarah Spoto and Vincent Ducret Instinct or Data 105 De- risking Innovation 106 Structured Learning Cycles 106 Application Case Study: Building the Durant Guild Platform at General Motors 113 Chapter 12 Ecosystems: Building an Ecosystem Playbook for Scaling a New Venture 117Christine Griffin and John Greco Co- innovation 117 Building the Ecosystem Playbook 118 Key Success Factors 127 Application Case Study: Navigating a Complex Healthcare Ecosystem 127 Chapter 13 Validation: Managing the Journey from Concept to Scale 131
Ellie Amirnasr and Charles Vaillant Hunter Strategy 131 Venture Maturity 132 Growth Validation Process for Corporate Ventures 133 Application Case Study: Intelligent Clean Air Management Solution for Commercial Buildings 139 Section III: Explore Organization and Leadership 143 Chapter 14 Ambidextrous Organization: What It Is, When to Use It 145
Michael Tushman and Charles O'Reilly Separating Explore from Core 145 Ambidextrous Organization Decision 146 Four Success Factors 149 Application Case Study: Ambidextrous Organization at AGC 153 Chapter 15 Explore Unit: How to Build a Team for Exploration 157Christine Griffin, Erich Kruschitz, and Andrew Binns Rhythm of Explore 157 Purpose 158 Resource Allocation 158 Decision Making 160 Team 161 Operating Model 163 Application Case Study: SanusX 164 Chapter 16 Strategic Diversity: Selecting and Developing Corporate Exploration Teams 171
Richard Robertson Explore Teams 171 Strategic Diversity 172 Growth Curves 172 Human Behavior 174 Implications for Corporate Explorers 176 Application Case Study: Changing Horses Midstream 177 Chapter 17 Leading High- Stakes Conversations: Getting the Senior Team Onboard 181
Alexander Pett and Kristin von Donop Senior Team Commitment 181 Value of Tension 182 Create: Getting the Conversation into the Zone of Productive Tension 184 Control: Keeping the Conversation in the Zone of Productive Tension 185 Closing Tension 187 Productive Tension Techniques 188 Application Case Study: Story of an international energy company told by the CTO 190 Chapter 18 Leadership Movement: Enrolling Others in the Work of Transformation 193
Kristin von Donop and Yaniv Garty Explorer as Change Agent 193 Build a Movement 193 Enroll Membership 194 Engaging Community 195 Embrace Resistance 197 Trigger a Herd Instinct 199 Application Case Study: Intel Wireless Communication Services 2013 199 Chapter 19 Organizational Culture: The Silent Killer of Exploration 203
Charles A. O'reilly iii Culture and Culture Change 204 Creating and Changing Culture 204 Using the LEASH Model: Culture Change at Microsoft 207 Conclusion 209 Implications 211 Appendix: Frameworks 213 List of Figures and Tables 223 Notes 227 About the Authors 233 Index 239