ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools.

Preface and AcknowledgementsSection 1 - Strategic AmbitionChapter 1: Innovation AdvantageBeating the OddsStrategic AmbitionInnovation DisciplinesAmbidextrous OrganizationExplore LeadershipExplorer not EntrepreneurChapter SummaryChapter 2: Corporate Explorers in ActionExplorer's insightPurpose DrivenInvestor SupportManage UncertaintyChapter SummaryChapter 3: Strategic AmbitionEmotion, Logic, AspirationLicense to ExploreSocial MovementHunting ZonesManifestoChapter SummarySection 2 - Innovation DisciplinesChapter 4: Ideation: generating ideas for new venturesIdea AddictionSolution TrapCustomer DiscoveryHigh-value Customer ProblemsIdea GenerationChapter SummaryChapter 5: Incubate - how Corporate Explorers learn through experimentationBusiness ExperimentsWhat needs to be true? (Hypothesis)Run Experiments (Test)Make sense of your results (Learn)Run a new experiment (Iterate)Follow the evidence (Decide)Chapter SummaryChapter 6: Scale - assembling the assets to build a new ventureCombining AssetsCustomers, Capabilities, CapacityScaling PathsTrigger PointsChapter SummarySection 3 - Ambidextrous OrganizationChapter 7: Explore OrganizationStructure OptionsFocusedBottom UpTop DownStructure DecisionChapter SummaryChapter 8: Explore Business SystemIntegration TeamsSales Team IntegrationCorporate FunctionsResource AllocationFeedforward Management SystemExecutive AttentionChapter SummaryChapter 9: Risk and Reward for the Corporate ExplorerMotivation puzzleVenture ModelShadow StockLong Term IncentivesPersonal RiskCorporate Explorers motivationChapter SummarySection 4 - Explore LeadershipChapter 10: Silent Killers of ExplorationCore Business SystemPreserve Professional IdentityAvoid RiskOptimize for short-termMaximize ComfortHope?Chapter SummaryChapter 11: The Double Helix: How Corporate Explorers lead Innovation and ChangeFuture OrganizationStorytellersSocial Network LeaderInsider or OutsiderReputation managerChapter SummaryChapter 12: Readiness to Act: leadership and scaling a new ventureCompeting CommitmentsBoth/And LeadershipProductive tensionThe MirrorCouragePassionChapter SummaryAppendix: Corporate Explorer FrameworkFigures and TablesNotesAbout the AuthorsIndex

Corporate Explorers Transform Disruption Into Opportunity With This Proven FrameworkInnovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and--critically--the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to:* Learn how to apply innovation practices with greater discipline* Turn great ideas into a full-time job as an innovation leader* Experiment with and scale original business models* Transform innovation programs into a thriving source of new business* Attract, retain, and motivate entrepreneurial talent* Energize employees by creating a realistic way to innovateThese lessons come from the trailblazers of corporate innovation--Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)--who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers.Entrepreneurs take notice--it's time for Corporate Explorers to set the pace and chart the course for disruption.