The scientific tools and services sector can no longer count on a single, large US market. Growth will be fragmented across regions and to succeed in these local markets, companies will need to fundamentally change in how they operate.

Serving a fragmenting scientific market is expensive. Companies not in a cost leadership position will struggle because when money gets tight, everyone starts looking for cheaper alternatives. So should companies that compete by differentiating switch strategies?

The US research landscape is shifting. Navigating today's uncertain market demands a new approach and immediate action. Businesses that hesitate will struggle to keep up. We've put together a strategic guide outlining actions that companies can consider over the next year.

As the US grapples with significant funding cuts, political pressures and institutional challenges, the landscape for scientific tools providers is shifting. In this uncertain environment, companies need razor-sharp strategic clarity and ruthless focus.

The scientific research landscape is changing rapidly. The US’s long-standing position as a global leader is facing increasing pressure. Most businesses are still operating on an old playbook, but the approach needs to change.

A New World Order is reshaping geopolitics but also the scientific sector. And your company may already be behind.

Are you tired of waiting for creative inspiration? Then it's time for a new approach. These six systems will help you to be consistently creative and develop more innovative approaches to problem-solving.

Ever wonder why teams don’t get the result they want when they’re trying to do something creative?

Organisations fail at creativity for three main reasons: fear of judgment, overreliance on data, and goal fixation. Often more than one of these roadblocks is present.

This is going to sound very obvious. The best way to be more creative in all parts of your life, including at work, is to do a creative hobby.

It’s the core idea. The nub. The essence. The thing that makes everything else make sense. This kernel is what separates real strategy from a wish list. Because it gives clear direction and focus. In marketing, advertising and design, the equivalent of the kernel is the creative concept.

Want to improve your creative problem-solving ability? Then stop letting these five things get in the way.

Too many product and marketing teams think creativity is only for people in creative industries, so they don’t invest in developing the right skills. But creativity helps problem-solvers, innovators and business leaders to get ahead. And there’s a simple set of skills that anyone can learn.

If you're like most people, it's been a while since you have. As adults we often stop doing creative pursuits because we overthink, fear judgement, doubt our abilities or simply tell ourselves we don't have the time. Part of the problem is our perception of what creativity is.

A study by Prof. Paul Nutt found that 71% of leadership teams only consider one option when making decisions. And their decisions failed 52% of the time over the long term. But when teams considered multiple alternatives, failure dropped to 32%.

The first step is to understand how creativity comes about. The most creative minds are curious. They enjoy exploration and connecting ideas across disciplines.

Running a small business is Everything Everywhere All at Once (to borrow a movie title). Probably my biggest mistake when I started my business was to think that I was doing enough.

Think about a major business decision your company made recently, an acquisition, a product launch or a big investment.

Most people assume that good analysis + smart leaders = great decisions. But research* shows that isn’t the case.

Observing the context, mood and underlying meaning behind human behaviour is key to gaining a deeper understanding of a particular situation. But how can we capture this information in a meaningful way and use it to gain insights that will help us?

I thought business success was mainly about operational excellence, but I learned it’s equally about growth. Early in my career, I saw projects get cancelled because they didn’t fit the strategy. I wanted to understand how these decisions were made. What differentiated the ideas that moved forward from those that didn’t?

When solving problems, most people grab onto one idea, test it and if it fails they start all over again. This is like peeling and cooking potatoes one by one. It’s obviously slow and a complete waste of time and energy.