BRI, LLC is a professional consulting service specializing in corporate innovation, new business growth, business and product strategy development. We help companies grow and innovate by sharing our decades of new business development experience through direct consulting, skills and best practices training courses, and software tools developed for the unique requirements of corporate innovation and growth organizations.
In about 5 minutes, it looks across the whole picture: how you do innovation (strategy, evidence, portfolio discipline) and the organizational conditions that decide whether it sticks (mandate, culture, leadership, governance, decision-making, and people).
Ideas submitted, experiments run, launches shipped — activity metrics matter, but on their own they can't tell you whether your organization can actually turn ideas into growth. Activity isn't capability. A better question, and a quick way to see where your gap is.
The advice to abandon home-grown innovation and shift to corporate venture capital and acquisitions gets the diagnosis right and the prescription wrong. CVC's value-capture path is usually undefined, and acquisitions just make the same structural problems more expensive. The real question isn't build versus buy — it's whether you've fixed the strategy, metrics, and Company-Fit (RPP) problems underneath. Fix those, and you can do both well.
A platform strategy isn't one decision — it's a hypothesis built from seven interlocking elements. Five define the platform (system of use, critical mass, complementors, value capture, competing platforms); two decide whether your organization can run it (architecture–business-model co-design, and Company Fit). Here's what each one means, and why skipping any of them stalls the whole play.
