“An out of the ordinary session, around finding new ways to innovate and challenge conventional wisdom. It provided some very interesting insight and perspective to a whole range of issues. Very enjoyable and stimulating – I’m glad I found the time to attend.”

– Phil Curtis, MD, Bank of Scotland Merchant Services

Video: Why Is Innovation So Often So Hard? from Management Today’s MT Live Conference

Do You Recognise Any of These?

  • Familiar problems don’t seem to respond to familiar solutions; what worked in the past doesn’t seem to work now. In fact, now the familiar solutions may even make things worse;

  • You see not just new issues, but new types of issue. You and your team can’t agree on how to handle them.

  • After concentrating on retrenchment and survival through the recession, you want new ideas for growth. But it’s difficult to come up them. Strategic plans look more like short-term extrapolations of business as usual. Growth ideas are timid variations on what you already have. You need something more if you are to capitalise on new opportunities and not be left behind by the competition.

  • You already practice continuous improvement, but you realise that you into the region of diminishing returns. You need a discontinuous improvement, a step change.

‘”Superb. Not only did it provide a lively and thoughtful start to the day, but also a start to many interesting conversations which have carried on since.”

– John Sills, Head of Customer Innovation and Perception, HSBC

You Need To Do Something Different

Alastair offers you new and dramatically more productive ways of approaching the big business challenges, drawing on ideas outside the normal field of “management”.


“Improved understanding of social psychology and behavioural economics should have a big impact on management – but how?. Alastair’s session helped to point to the way. This was a stimulating, provocative, practical discussion that will get you thinking differently, and is worth a few hours of anyone’s time.”

– Stefan Stern, former FT columnist and visiting professor of management practice at Cass Business School