Organizations move fast, but customers move faster.



As companies mature, they often face declining growth as innovation gives way to inertia. In order to achieve consistent levels of growth throughout their corporate lifetimes, companies must attend to existing businesses while still considering areas they can grow in the future. 

Most companies understand the importance of innovation but fall short when it comes to execution due to uncertainty, change and unpredictability.

Nagji and Tuff’s Innovation Ambition Matrix

Nagji and Tuff’s Innovation Ambition Matrix

We help our clients develop a more detailed perspective on trends, future growth rates, and market structures. By looking across all the possible directions of growth—growing the core, expanding geographically, diversifying into adjacencies, and taking opportunities that arise from value-chain disruptions and integrations—we help companies choose where to compete, and we support them as they execute their growth strategies. 

We help companies to build their businesses by identifying granular growth opportunities and to improve their performance through innovation in products, services, processes, and business models.  We define innovation as creativity plus delivery, helping our clients transform their innovation performance by focusing on four requirements for innovating at scale: people, practice and place.




    The hallmark of the creative artist to create something that did not exist before, a painting, a sculpture, or an idea. This generative capacity is not limited to artists: entrepreneurs and corporations conceive and create new products, services and platforms that would not have existed all the time. Our complex and volatile world needs this creative ability now more than ever, especially in our leaders.

    J5 is a place of learning and consulting that develops creative leadership and the innovative enterprise design in entrepreneurs and corporates, with leaders from the private, public, and social sectors.

    Big companies have traditionally struggled to innovate in their business models, even as digital technology has brought business-model innovation to the forefront of the corporate agenda. Yet big companies can be disruptive, too, if they identify and overcome common but limiting orthodoxies about how to do business.

    Business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. 

    The examples are numerous—and familiar. But what’s less familiar is how, exactly, new entrants achieve their disruptive power. What enables them to skirt constraints and exploit unseen possibilities? In short, what’s the process of business-model innovation and design thinking.

    THNK is a School of Practice and a School of Thought. THNK designs and facilitates transformational in-person learning experiences to train and support global intrapreneurs and entrepreneurs in developing the mindsets, skillsets, and toolsets needed to scale their impact on the world’s biggest challenges.

    Through our Executive Program, we curate, convene, and nurture a diverse community of global creative leaders. Through our Custom Programs, we support organisations to take their leadership and innovation capability to the next level.


    Every industry is built around long-standing, often implicit, beliefs about how to make money. Executives can begin by systematically examining each core element of their business model, which typically comprises customer relationships, key activities, strategic resources, and the economic model’s cost structures and revenue streams. Within each of these elements, various business-model innovations are possible.

    Our approach builds the capacity of clients and communities to solve old problems in new ways. It is grounded in the following principles:

    End users are the experts.
    We assume people know the most about their own lives, and that everyone makes decisions for a reason. We actively engage community members and stakeholders throughout a project, not only to create things that people want, need and will use, but to truly inspire ownership.

    Innovation doesn’t have to be fancy.
    While we often design sophisticated tools, many of our projects result in small programmatic changes that solve problems in clever and intuitive ways. We’d rather see our concepts being used by people than winning design awards.

    Less is more.
    We work hard to provide clients with as little design as possible, knowing that solutions which leverage existing assets will ultimately be more sustainable. We know we’ve achieved elegant design not when there is nothing left to add, but when there is nothing left to take away.

    Capacity is built through hands-on experience.
    Our ultimate goal is to teach our clients to work like designers, so that they have the tools to address behavior-based challenges in the future. With every engagement, we help teams internalize the methods and mindsets of human-centered design.

    Hard is not the same as impossible.
    We work on issues of poverty and social justice precisely because they are challenging. Our team is scrappy and persistent, and we are prepared to dig in to new and challenging areas to create programs and services that improve lives and livelihoods.

    Everything we do is guided by our design methodology; Listen, Design, Realize. 

    Listen - We help organizations understand the present, and define the challenges they could solve for their customers, employees and shareholders in the future.

    Design - We imagine new concepts and ideas with optimism and experimentation, being careful not to fall in love with our ideas.  Ongoing product and service prototypes allow us to get feedback from customers and employees, ensuring concepts are meaningful to people and business.

    Realize - True to our focus on human and business elements, we excel at the cross-section of leading diverse and talented teams to drive towards organized and timely project execution as we scale new products, services and experiences. 

    Feature 2

    At the core of our methodology are the three lenses of design thinking: Desirability, Viability, Feasibility.Whether scaling ideas, launching new products, or innovating business models, we obsess over human, business, and technical elements throughout an initiative to create successful outcomes. 

    If either of the three lenses are dismissed, risky and uncertain propositions will prevail.  By helping our clients understand the needs of their customers and stakeholders, we double down on what is working and pivot away from things that are not.