Many years ago, I took on the appellation "business architect" to signify my passion and mission to design better businesses, organizations, and companies. This led directly to "business architecture" as the name for my company.
The digital age arrived around a decade ago at the turn of the century for companies competing on the basis of their consumer offering designs. For the first time, the goods elements of a company's offerings could be largely produced from digital technologies.
Recently the Executive Director of an education company engaged me to help his board members understand the needs for his organization. To do this, the Director and I provided the board a Regenerative Management perspective of both his personal and his organization's development over time.
Attempting to explain what's needed to bring effective and ongoing innovation into a company can be challenging at best. We as business leaders and managers are more often than not conditioned to avoid risks, guarantee results, and avoid looking stupid.