In order to discover radical innovation opportunities, a company should not only acquire the competencies of the future but also weed out those of the past. In particular, it needs to overrule so-called “best practices” with “next practices.” This is not easy when leaders have blessed best practices as knowledge jewels that shall be protected and handed down to new generations of professionals and managers. Promoting “next practices” is first and foremost a job of communication and persuasion. Leaders should combine an inspiring vision of the future, a realistic portrayal of the present and a selective depiction of the past to make people rise to the challenge of transformation.
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