We combine our experience and methods gained from working across both enterprises, government and start-ups, to deliver successful innovations that create tangible results. We don’t just talk about it; we’ve done it.
Innovation is not just about having good ideas. It’s about data, customer experience, problems worth solving and, solutions worth doing. Innovation is about finding and exploring those problems, then incubating and executing to deliver real benefits and lasting change.
Every organisation has data. In isolation, it tells only part of the story. Using data to deepen knowledge, create insights, test hypotheses and informs actionable outcomes, is the difference between having data and, transforming into becoming a data driven organisation.
As founders of successful startups in the US, Europe and Australia, we know how to make things happen beyond the business plan. Be it capital raising, marketing, architecture, customer experience, UX, or technical delivery, we’ve done it before.
We believe that any organisation, big or small, can innovate. We know that every business, product, service has the potential for disruption and, to be disrupted. So we apply what know to lead innovation, embrace disruption and transform businesses:
Using our own IP, that has been developed across decades of combined experience, we deliver bespoke engagements that address the unique situation of every client.
Common themes of these engagements are:
We engage with Board and Executive leaders of organisations who are seeking to transform and inform their organisations.
We also work with Investors, Boards and Founders of major startups seeking to grow rapidly, secure funding and achieve product-market fit.
We believe that the best advice is independent, open and honest.
We believe that new capabilities can be implemented rapidly through the use of customer-centric design and rapid iteration.
We believe that agile isn’t limited to development teams, we know that working in a lean, rapid environment achieves results.
Edgelabs have created a substantial portfolio of original intellectual property which has contributed to our role in seeding start-ups and innovation initiatives within enterprises that have delivered transformations in capabilities, culture and customer experiences.
Simon is a highly skilled Executive with global experience in strategy development, innovation and the delivery of transformation. Simon has led innovation, data science and analytics programs for major enterprises in the US, Australia, UK and Europe. He has also established a number of successful service and product startups.
A highly experienced CTO and Chief Architect, Stuart has a deep background in large-scale data and disruptive technologies. He has established innovation programs and, led data driven and insights development teams in Europe, the US and Australia.
Jen is a renowned CX, innovation, digital and marketing executive with experience across financial services, logistics, insurance, agribusiness, education and media in Australia and the US. She has been responsible for leading large digital transformation and innovation programs, strategy development and customer experience revolutions for large enterprises. She has also successfully founded several startups.
Adam is a senior executive who has worked in, and consulted across public and private sectors. He has strong practical implementation knowledge and experience. Adam has a unique capability to bridge the traditional gap between IT and the business. His significant people management and financial analysis skills, enable him to communicate complex concepts to any audience.
Greg is an experienced people leader, business manager, executive coach, facilitator and consultant with a passion for unleashing the potential of people and cascading that culturally through organisations and communities. His extensive career has included working throughout Australia and internationally in Dubai, Singapore, Vietnam, China, Hong Kong, India, Pakistan, New Zealand, The Philippines and Fiji.
With experience working in financial services, banking, insurance and financial inclusion, Dom works across innovation exploration, data analysis, commercial strategy, risk and compliance assessment. His career has spanned both major ASX listed organisations and not-for-profits.
Ash is a UX and experience expert with a career that spans across retail, financial services, hospitality, government and pharmaceuticals. She has designed and delivered many digital and mobile innovations in Australia and the US.
Former Victorian Young Entrepreneur of the Year, Alastair has a wealth of real-world experience gained from founding and running startups. He has expert knowledge in taking ideas from concept through to reality. He is experienced in innovation, marketing, social entrepreneurship, growth strategies and business execution.
It's often been stated that the only thing that matters for a startup, or new product category, is attaining product-market fit.
This is absolutely true.
However, attaining product market fit is achieved by delivering the right solution to a high-value customer pain or gain, at the right time, in a repeatable and scalable manner.
What this means for a startup, or an enterprise pursuing a new product category, is that the right pain or gain needs to be targeted. This has been referred to as the 'sweet spot' for problems worth solving and we like to think about determining this 'sweet spot' through the importance of a customers Jobs to be Done as well as their satifaction with existing solutions.
Not all problems are worth solving.
The purpose of a startup or new product category is to find and uniquely solve a high-value, underserved problem for a large group of paying customers.
This of course requires further exploration and explanation, so I wrote about this in some depth here in Startup Daily.
I recently wrote about the introduction of the Chief Corporate Entrepreneur, a new executive role that would drive imagination, creativity, innovation and ultimately entrepreneurship across a large organisation.
This role would lead a group of strategically chosen internal entrepreneurs to drive new revenue streams, explore and validate new value propositions, customer segments and of course, new repeatable and scalable business models.
They and their counterparts would compliment the current executive office and corporate structure that exists to execute and optimise a series of value propositions and the associated existing business models they are attached to.
Having said that, the broader role of entrepreneurship within enterprise will exist primarily to accelerate innovation velocity, and leverage a tolerance for temporary failure to assist in new business model innovation and establishment. Innovation velocity and tolerance for temporary failure have little synergy with the execution of an existing business model and the activities associated with increasing efficiencies and maximising profit margins.
They therefore must be driven by entrepreneurship and not by traditional operational structures.
Read more about the role entrepreneurship will play within enterprise in this article on Startup Daily.
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