Member Since 2021
Change Logic LLC
Andrew (Andy) Binns leads Change Logic a Boston-based strategic advisory firm. He is a co-founder of Change Logic and manages the firm on behalf of the partnership. Andy works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation. Andy has twenty-five years of consulting experience as both an external and internal consultant for McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, Andy was deeply involved in the ‘Emerging Business Opportunity’ program, for which he received an award from IBM’s Vice-Chairman. Andy primarily advises senior teams at technology and media firms. He has worked extensively with these firms to make and execute strategic choices to support business growth. He acts as a facilitator, provocateur, and strategic advisor to senior leaders as they set up and operate teams to explore new business opportunities. He advises on a range of issues such as strategy, business model development, and organizational design. He is known for his candid, challenging approach, which helps leaders address some of the hidden barriers to strategy execution. Andy is a frequent guest speaker and lecturer at companies and business schools and an award-winning business author. His article, ‘Three Disciplines of Innovation,’ co-authored with Professor Charles O’Reilly, was named Best Article in the California Management Review for 2020. His other articles include ‘Ambidextrous CEO‘ in the Harvard Business Review, the ‘Art of Strategic Renewal‘ in the MIT Sloan Management Review and a book chapter on ‘Getting Started with Ambidexterity.‘ He is the co-author of a new book, Corporate Explorer, to be published by Wiley in February 2022. He is an Executive Fellow at the Center for Future Organization at the Drucker School of Management and a member of the Fast Company Executive Board. Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development. His new book, Corporate Explorers, will be published by Wiley in 2022.
Myth #4 in my series on innovation myths tackles the notion that the more ideas and possibilities we generate, the more likely it is that we will have one that turns into a scaled venture.
It is easy to assume that the only way to initiate radical innovation from inside a large corporation is if you have the prefix “chief” attached to your job title.
Successful corporate innovators are typically longtime employees or insiders—not outsiders with an “entrepreneurial mindset.”
Many corporations struggle with radical innovation and startups often win. The myth is that startups always win—they don’t.
Here's how to build business stamina and even increase alliances in uncertain times.
While many corporations are learning to succeed through industry transformations, others struggle and fail. What explains the difference?
Don't let your company's departments get cut off from each other and stop communicating about and progressing toward shared goals.
Knowing what others who have been in your shoes wish they’d done can save you time, money, and effort.
Corporate explorers are helping corporations step out of the shadow of startups.
Companies that make it to 100 years old have these core ingredients.
Stress is a natural part of life, but it doesn't have to derail your focus and productivity.
You’ve caught the attention of a new prospect—now you need to convince them you can really deliver what you’re promising.
A basic understanding of consumer psychology can help you drive trust, connections, and ultimately, sales.
There are smart ways to balance business growth with social responsibility (and even tie them together).
Many firms start by trying to create a "culture of innovation" — they want to empower employees to put their best ideas into action.
It's never been more important for leaders to show their team members their appreciation than in the past several months—and there are many ways to do it.
If you want to build a brand that lasts, start by creating a community of like-minded consumers and advocates of your product or service.
Debate in the workplace is essential to collecting and considering diverse opinions, but it must be done respectfully.
Change Logic is a Boston-based strategic innovation consultancy that helps established companies design and execute strategies for growth. We work with senior teams to disrupt their markets by successfully ideating, incubating, and scaling new businesses. Founded in 2007 by Andy Binns, Professor Michael Tushman from Harvard Business School and Professor Charles O'Reilly from Stanford, Change Logic combines deep research with skilled application. Change Logic works with clients across a range of industries around the world. Current clients include UNIQA, Analog Devices, Intel, IMCA, CUNA, Cloud Factory, LexisNexis, and The Atlanta Opera. Learn more at https://changelogic.com