 and we're working right now on a new book around invincible companies and the idea there is that okay it's not just about managing your existing businesses it's also about creating new opportunities and that requires managing two cultures under one roof one where you exploit what you have and another one where you explore completely new opportunities. Anything you would want to add? And maybe before to start to manage this exploit and explore portfolio it could be interesting for a company to have a clear vision of what they want to achieve what sometimes we call the design brief or design playground so to have a clear idea of what you want to achieve in this company could be to innovate for clear but what kind of business model in which kind of direction you want to go I think it's clear at the beginning. Once you set up those design constraints what do you want to achieve what's your vision so great example is Unilever with Paul Pullman saying everything we do all the innovations need to have a positive impact on the environment you actually want to set up the system to innovate because today every company has some kind of innovation lab does R&D but there are very few growth innovations that happen so strategically you actually need to set up that space where innovation has power and innovators can thrive that requires an additional not a completely new culture but an additional culture where people can experiment maybe fail probably fail learn and create new stuff and that culture doesn't really exist today what other advice would you give senior leaders could be you know since maybe deciding the playground is a decision process but I think when you want to achieve this and to balance the exploit and explore it's no more decision process is a design process so you need to experiment to prototype to that and I think it's key and if you agree that it's key it means that we need to train people to achieve those kind of objective using this kind of techniques prototyping testing and maybe one last thing is that there's some myths around innovation that you know it's about the creative genius no it's not it's about process of course you need people who can deal with ambiguity and who see the patterns but today they don't have the space to do that so if you're really strategically serious about innovation you need to create that space you need to train those people and also have the right KPIs to actually allow innovation to thrive and those are different KPIs from execution so again you know two worlds that need to live together we like to sometimes call this the ambidextrous organization and it's possible it's not rock a science it's really a decision to create that playground and go ahead training and practice I think it's a you learn practicing something so you need to innovate trying to innovate trying again and normally we hope to be successful at the end and there's some leaders out there that do that take Jeff Bezos with Amazon so it's not a coincidence that they can grow so fast and come up with innovations like Amazon web services they created the culture to do so any company can learn from the innovation culture that existed Amazon and it's not only true for big companies I think it's also true for SMEs we have visited a couple of them that are very innovative and they try to balance this exploit and explore portfolios of business models