James Collins, author of the 2001 classic Good to Great, likes to tell the story of Darwin E. Smith, the shy, reserved CEO of for two decades until 1991. When Smith was asked how he turned around the maker of and Huggies, generating returns to investors that were four times better than the stock market’s, [...]

James Collins, author of the 2001 classic Good to Great, likes to tell the story of Darwin E. Smith, the shy, reserved CEO of for two decades until 1991. When Smith was asked how he turned around the maker of and Huggies, generating returns to investors that were four times better than the stock market’s, [...]

James Collins, author of the 2001 classic Good to Great, likes to tell the story of Darwin E. Smith, the shy, reserved CEO of for two decades until 1991. When Smith was asked how he turned around the maker of and Huggies, generating returns to investors that were four times better than the stock market’s, [...]

Remember the 90s? I do. I was in my twenties and finally had a job that didn't involve wearing an apron, which meant I could finally buy my own computer.

In this increasingly challenging business environment, innovation – or, rather, the ability to be innovative on a continuous basis – is the elusive big beast. To judge from the extensive library dedicated to the subject, you might think that the problem is a lack of ideas, a dearth of creative talent, inability to bring the ideas to fruition, a lack of funding – or some combination of all these. However, recent research by Linda Hill, a professor at Harvard Business School, and others suggests that the issue is something else entirely.