Thinkers & Ideas

In How Great Ideas Happen: The Hidden Steps Behind Breakthrough Success, George Newman argues that great ideas are not conjured from within but discovered outside of us, already present in the world, and that finding them is a methodical search anyone can run rather than a flash of genius reserved for a gifted few.Newman is a cognitive scientist and psychologist, and an associate professor of organizational behavior and human resource management at the Rotman School of Management at the University of Toronto, having previously held joint appointments in management, psychology, and cognitive science at Yale. In his first book, he draws on research across the arts, science, and business to recast creativity as an archeological dig: survey the terrain for fertile ground, grid the site, dig for volume, and only then sift for what is worth keeping.In his conversation with Adam Job, senior director at the BCG Institute, he discusses why organizations "turtle up" under pressure when they should be looking outward, why our best ideas arrive after we think we have run out, where AI genuinely helps the creative process and where it flattens it, the roughly 95/5 balance between proven ground and original twist, and why breakthrough ideas often feel uncomfortable at first.Key topics discussed: 01:01 | Reframing creativity as discovery rather than inspiration02:38 | The archeology method: survey, grid, dig, sift04:33 | Why organizations "turtle up," and how to stay outward-looking06:13 | The creative cliff illusion: why the best ideas come last08:35 | AI as an excavator: when it helps and when it doesn't10:49 | Transplanting ideas from other domains13:08 | The 95/5 balance of proven ground and original twist16:13 | Ideas versus execution, and Steve Jobs' rock tumbler19:36 | Creative hot streaks, from Jackson Pollock to Mondrian25:14 | Why good ideas often feel uncomfortable at first27:28 | How Newman applies his own research to his work

In Manage the Machine: How to Harness Human-AI Collaboration at Work, Paula Goldman argues that AI has crossed over from being a tool to being a partner, and that the companies that win will not be the ones automating the most or the fastest, but the ones that deliberately design around where humans still need to lead.Goldman is the first-ever chief ethical and humane use officer at Salesforce, where she is also EVP of Product, and previously led the Tech and Society Solutions Lab and impact investing at Omidyar Network. She has served on the US National AI Advisory Committee, chairing its generative AI working group. Her new book is a practical guide to integrating AI across functions from sales to HR to legal, setting out how to decide which tasks can safely be delegated to AI, which should stay with people, and what guardrails keep either from going astray.In her conversation with Adam Job, senior director at the BCG Institute, she discusses her "human at the helm" model of AI adoption, the role customer emotion plays in deciding where AI belongs, whether AI erodes the very human judgment it depends on, how to measure AI ROI beyond time saved, and what it takes to move from pilots to enterprise-wide rollout.Key topics discussed:01:01 | What changes for leaders once AI shifts from tool to partner02:28 | The "human at the helm" model in practice07:09 | How the chief ethical and humane use officer role fits into AI governance09:43 | Customer and employee emotion as a design input12:39 | Skill decay: does the model erode itself over time?15:54 | The jagged technological frontier and where to deploy AI18:32 | Calculating AI ROI: cost savings versus new products22:14 | Navigating two moving frontiers, better and cheaper27:09 | Getting from successful pilot to enterprise rollout

In Global by Design: How to Create Innovations That Scale, Travel, and Transform, Vijay Govindarajan argues that the most powerful innovations are designed from the ground up for emerging markets like rural China or India, and then travel back to disrupt wealthy ones. Govindarajan is the Coxe Distinguished Professor at Dartmouth College’s Tuck School of Business and one of the world’s foremost experts on strategy and innovation, most known for the New York Times and Wall Street Journal bestseller Reverse Innovation. In his new book, co-authored with MIT engineer Amos Winter, he fuses business strategy with engineering science to show how high-value, low-cost products built for poorer countries can win there first and then upend established markets abroad, offering a roadmap for innovators across engineering, business, NGOs, and government. In his conversation with Nikolaus Lang, global leader of the BCG Henderson Institute, he discusses how GE built a $15,000 ultrasound machine for rural China; why most multinationals chase only the thin top slice of emerging markets; the three phases of his innovation framework; the difference between serial and parallel reverse innovation; and why globalization behaves like gravity even in a fragmented, multipolar world. Key topics discussed: 03:29 | How reverse innovation works: GE’s ultrasound machine for rural China 06:39 | Why most multinationals aren’t global by design 08:01 | The mistake of serving only the thin top slice of emerging markets 10:00 | Phase 1, elucidating requirements: P&G’s 3,000 hours redesigning a razor 13:00 | Phase 2, closing the innovation gap: GE’s low-cost CAT scanner 16:48 | Phase 3, serial vs. parallel reverse innovation 20:20 | Value-driven innovation, the Segway cautionary tale, and where the biggest opportunities lie 24:14 | Global by design in a geopolitically fragmented world Additional inspirations from Vijay Govindarajan: Reverse Innovation: Create Far From Home, Win Everywhere (Harvard Business Review Press, 2012) LinkedIn: Three Box Solution Weekly Column

In Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Renée Mauborgne argues that lasting growth does not come from winning market share in crowded existing industries, but from creating entirely new market space that no one is competing in yet. Mauborgne is a professor of strategy at INSEAD and co-director of the INSEAD Blue Ocean Strategy Institute. Blue Ocean Strategy, co-written with W. Chan Kim has sold more than 4 million copies and is recognized as one of the most iconic and impactful strategy books ever written. The new 20th anniversary edition tests the original theory against today’s market realities and is enhanced with fresh cases, including NVIDIA’s three successive market-creating moves, a new preface that highlights the book’s ongoing global impact, and a curated list of over fifty blue ocean cases across diverse industries that expand far beyond those in the original version. In her conversation with Adam Job, senior director at the BCG Institute, Mauborgne discusses when a company should stop competing and start creating, why the search for new demand begins with non-customers rather than customers, how NVIDIA chases “zero-billion-dollar markets,” why differentiation and low cost need not be a trade-off, whether AI’s commoditizing effect makes advantage harder to defend, and how to reconcile bold commitment with the case for keeping options open. Key topics discussed: 01:12 | Why beating the competition is the wrong goal 02:34 | How to know when it’s time to shift from competing to creating 05:26 | Finding a blue ocean: value innovation and the role of non-customers 07:02 | Where the process starts inside an organization 09:25 | NVIDIA and the pursuit of zero-billion-dollar markets 12:46 | Breaking the trade-off between differentiation and low cost 16:21 | What prompted the new edition 18:33 | Will blue oceans stay defensible as AI commoditizes capabilities? 24:17 | Why using AI only for speed and efficiency is a trap 25:36 | Reconciling bold commitment with the need for optionality Additional inspirations from Renée Mauborgne: Blue Ocean Shift: Beyond Competing—Proven Steps to Inspire Confidence and Seize New Growth (Grand Central Publishing, 2017)

As uncertainty continues to define the business landscape, we’re revisiting our conversation with economist and complexity scientist Doyne Farmer on why conventional forecasting often falls short in a world shaped by interconnected, dynamic systems. Drawing on decades of research, he explains how complexity science offers a more realistic way to think about prediction, risk, and decision-making—and how leaders can navigate uncertainty with greater confidence.Whether you’re hearing this conversation for the first time or revisiting it with fresh perspective, Doyne’s insights remain as relevant today as ever.