Enterprise on MYLES — Strategy & Innovation Consulting

Building an Innovation Culture in Enterprise Organizations

Sun, 15 Mar 2026 00:00:00 +0100

The Culture Delusion

“We need to change our innovation culture.”

If I had a euro for every time a VP of Innovation said this to me, I could fund a reasonably sized Series A. It is the default diagnosis for every innovation failure: our products are mediocre because our culture does not support innovation. The prescription follows logically: change the culture.

The result is a predictable parade of culture initiatives. Innovation labs. Hackathons. Failure celebrations (“fail fast, fail forward!”). Inspirational posters featuring Einstein quotes. Innovation ambassadors with colorful lanyards. Maybe a trip to Silicon Valley to absorb the California vibe.

JTBD for B2B: How Enterprise Product Teams Use Jobs Theory

Sun, 15 Mar 2026 00:00:00 +0100

JTBD Was Built for Consumer Products. B2B Needs Something Different. Right?

Wrong.

This is the most common objection I hear when presenting Jobs to Be Done to B2B product teams: “Our market is different. We have buying committees, not individual consumers. Our sales cycles are 12 months, not 12 minutes. Our customers are engineers, not milkshake buyers. JTBD does not apply here.”

It applies here more than anywhere. And the reason is precisely the complexity that B2B teams cite as the objection.

Product Strategy for Enterprise Innovation Leaders

Sun, 15 Mar 2026 00:00:00 +0100

Why Most Enterprise Product Strategies Fail Before They Start

Here is a number that should disturb you: according to a 2023 study by the Product Development and Management Association (PDMA), 40% of new products launched by established companies fail to meet their business objectives. Not startups working with seed money and gut instinct — established enterprises with dedicated R&D budgets, experienced product teams, and decades of market knowledge.

The problem is not a lack of strategy. Walk into any product planning meeting at a Fortune 500 company and you will find strategy documents. Plenty of them. The problem is that most enterprise product strategies are built on a foundation of sand: internal assumptions dressed up as customer insights, competitive benchmarking mistaken for differentiation, and roadmaps driven by the loudest executive rather than the most important customer outcome.

Product-Market Fit for B2B: Enterprise-Specific Considerations

Sun, 15 Mar 2026 00:00:00 +0100

The Product-Market Fit Myth in Enterprise B2B

Marc Andreessen’s famous formulation — “product-market fit means being in a good market with a product that can satisfy that market” — has become gospel in the startup world. And in the startup world, it works reasonably well. You launch a product, observe whether customers are pulling it out of your hands, and know within months whether you have fit.

Try applying this to a crane manufacturer selling to construction companies across Europe. Or a medical device company with an 18-month regulatory approval cycle. Or an agricultural equipment maker whose customers buy once every seven years.

Innovation Management in Large Enterprises: What Actually Works

Tue, 10 Mar 2026 00:00:00 +0100

The Organizational Immune System

Every large enterprise has an immune system. Not biological — organizational. This immune system is programmed to detect deviations from the status quo and neutralize them. It operates through budgeting processes, incentive structures, stage-gate procedures, governance bodies, and cultural norms that accumulated over decades.

The immune system is not malicious. It is useful. It protects the enterprise from uncontrolled change, from uncalculated risk, and from the chaos that would ensue if every manager pursued their own agenda simultaneously. Without this immune system, no large organization would function.