Randy Salzman, Co-author, Design Thinking for the Greater Good: Innovation in the Social Sector

In researching design thinking for a decade, one interesting outcome is the counter-intuitive observation that upper management may offer less hindrance to innovation than mid-level management and peer groups.  The “easy” reason large organizations often lose their edge, after all, is that the C-suite is too centered on command and control to allow innovators to try, and potentially fail.