What is Big Think?  

We are Big Idea Hunters…

We live in a time of information abundance, which far too many of us see as information overload. With the sum total of human knowledge, past and present, at our fingertips, we’re faced with a crisis of attention: which ideas should we engage with, and why? Big Think is an evolving roadmap to the best thinking on the planet — the ideas that can help you think flexibly and act decisively in a multivariate world.

A word about Big Ideas and Themes — The architecture of Big Think

Big ideas are lenses for envisioning the future. Every article and video on bigthink.com and on our learning platforms is based on an emerging “big idea” that is significant, widely relevant, and actionable. We’re sifting the noise for the questions and insights that have the power to change all of our lives, for decades to come. For example, reverse-engineering is a big idea in that the concept is increasingly useful across multiple disciplines, from education to nanotechnology.

Themes are the seven broad umbrellas under which we organize the hundreds of big ideas that populate Big Think. They include New World Order, Earth and Beyond, 21st Century Living, Going Mental, Extreme Biology, Power and Influence, and Inventing the Future.

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Kill the Company to Save the Company, with Lisa Bodell

August 14, 2014, 12:12 PM

You can’t innovate and be competitive without change. But companies tend to shy away from change or have systems in place that serve as anchors, holding them back.

Lisa Bodell, a globally recognized futurist, expert on innovation, and the author of Kill the Company: End the Status Quo, Start an Innovation Revolution, helps executives embrace change--starting with changing the habits standing in their way.

While working with a group of executives, she discovered their helplessness to effect change. So Bodell tried a radical exercise: she gave the executives the assignment of working in a group to figure out how to bring down their company by thinking like a competitor. The counterintuitive brainstorm led to discovering practices that they no longer needed.

As Bodell explains:

And what was really interesting about it was they came up with ideas to kill their [own] company.  And then after 30 minutes they turned those ideas back onto their own competitors.  So they were killing meetings, they were killing rules.  It was really a cathartic exercise.  It was a really different way to approach strategic planning, because how most of us approach strategic planning is how to come up with more things for the next year and rarely do we start with getting rid of the things that don't work first.

For more on Bodell’s advice on why you must “kill the company” if you want to grow and get ahead, watch this clip from Big Think’s interview:


Kill the Company to Save th...

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