Oct 10, 2026 · 1 hr 4 min · 12 segments
Gijs van Wulfen asked 790 innovators around the world.The answer wasn't feasibility, or a missing business model.52% said: no management buy-in."The enemy of innovation is inside your organization."If…
Gijs van WulfenGuestDanHostAlexHostThat's awesome.
It's a very weird one.
I don't want to speak too confidently yet because we're still in the infancy of our journey.
The more we realize about innovation, the more it's like it has to be deeply pragmatic.
There is so much to it from an organizational silos point of view and managing people, as you say.
And it's not about the fun, new, shiny object.
That is the tip of the iceberg in terms of the complexity when it comes to actually getting innovation across the line.
and also that it is deeply relative because innovation itself is an abstracted skill that is a whole bunch of other skills, but that also needs to be applied to the context of the organization so that they actually understand the value of it.
So, yeah, I'd love to just unpack how your definition of innovation has shifted in terms of when you first started and you were starry-eyed and bushy-tailed, how did you see it versus... five, 10, 15, 20 years down the line now that you've been absolutely battle-hardened by industry and thought leadership?
Well, it's very simple because I've made innovation simpler and simpler and simpler and broader and broader and broader.
It should be this and this and this, this, this, this, this, this, this, this, this.
Lots of people, especially consultants, I was one, tried to make innovation and definitions more complex and complex and complex because the complex they make it, the more logical it is that you need to hire me to train everybody in this complex thing as innovation.
Then Lean Startup and startups, you know, I think Lean Startup was written in 1996 from my, but I'm not sure.
That's awesome.
It's a very weird one.
I don't want to speak too confidently yet because we're still in the infancy of our journey.
The more we realize about innovation, the more it's like it has to be deeply pragmatic.
There is so much to it from an organizational silos point of view and managing people, as you say.
And it's not about the fun, new, shiny object.
That is the tip of the iceberg in terms of the complexity when it comes to actually getting innovation across the line.
and also that it is deeply relative because innovation itself is an abstracted skill that is a whole bunch of other skills, but that also needs to be applied to the context of the organization so that they actually understand the value of it.
So, yeah, I'd love to just unpack how your definition of innovation has shifted in terms of when you first started and you were starry-eyed and bushy-tailed, how did you see it versus... five, 10, 15, 20 years down the line now that you've been absolutely battle-hardened by industry and thought leadership?
Well, it's very simple because I've made innovation simpler and simpler and simpler and broader and broader and broader.
It should be this and this and this, this, this, this, this, this, this, this, this.
Lots of people, especially consultants, I was one, tried to make innovation and definitions more complex and complex and complex because the complex they make it, the more logical it is that you need to hire me to train everybody in this complex thing as innovation.
Then Lean Startup and startups, you know, I think Lean Startup was written in 1996 from my, but I'm not sure.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.
