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Building an innovation culture
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Building an innovation culture






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Building an innovation culture Building an innovation culture Presentation Transcript

  • Building an Innovation Culture A Perspective From Silicon Valley George Anders Author of ‘The Rare Find’ Co-Recipient of the Pulitzer Prize
  • What You Won’t Hear Today
  • Surprise! Big Companies Innovate, Too
  • So, Who’s On the Innovators’ List? Global Total Overlooked Legends Surprises Neighbors Amazon Maroc Telecom Intuit Apple Tencent Reckitt Google Bharat Heavy BAE Systems L’Oreal Atlas Copco Rolls-Royce Toshiba Campbell Soup Unilever
  • But InnovationCan’t Take HoldUnless PeopleAre Ready ForChange
  • Hallmarks of an Innovation Culture• Building Customer-Centered Goals• Making Disruption A p p e a l i n g• Learning to Experiment Safely• Hiring for Transformation
  • The Logic of Putting Customers First Improved Products Happier Customers Business Success
  • Jeff Bezos tracks452 metrics. Ofthese, 80% relateto customers.
  • Meeting targets at Amazon means:• Making the site easier/faster• Constantly expanding SKUs• Minimizing address errors• Speeding up delivery times
  • A MZ Ne x e c u t i ve s a r ea s k e d t os p e n d t wod a y s ay e a rwo r k i n gi n a c a l lc e n t e r .
  • How to Make Disruption Appealing
  • Focus on Innovation Metrics: % of Revenue From New Products2520151050 Top Performers Laggards Source: Accenture
  • Harness the Power of Small Teams
  • Build Informal Networks to Get Things Done
  • Reinforce Internal Awareness of Change
  • Learning to Experiment Safely
  • Most New Ideas Won’t Make ItLaunches Can Be Rare … Especially at Big Companies 100 80 100 60 80 40 20 60 0 40 20 0 Mid-Size Cos Big Cos. Sources: Accenture, PhRMA
  • Acting Like a Startup Can Help• Thrive on bare-bones budgets• Launch with ‘minimally viable products’• Do lots of A/B tests to see what works best• Upgrade your product often with new iterations• Don’t be afraid to drop a flawed idea in favor of a better one.
  • “If you’re notembarrassed by thefirst version of yourproduct, you’vereleased it too late.”- Reid HoffmanFounder of LinkedIn
  • What Are Your Tolerance Levels?
  • You’re Only as Bulky as You Choose From July 2002 to January 2007 …Microsoft 5,000 engineers built Vista Apple 450 engineers built Jaguar … and Panther … and Tiger. 0 1000 2000 3000 4000 5000
  • Hiring for Transformation
  • Consider Your Own Best Hires (Odds Are That He or She)• Started in the Top Third but Not Top 5% of All Your Picks• Surpassed Expectations Again and Again• Grew Greatly as a Leader and Influencer• Gained Skills That Weren’t Even on Anyone’s List At the Time of Hiring• Lives and Breathes the Best of Your Organization’s Culture
  • “Good-to-greatcompanies placemore weight oncharacter than onspecific skills orexperience.”Jim CollinsGood to Great
  • No Matter Where We Seek Talent …
  • … These 7 Traits Keep Appearing Desire to Learn Efficiency Judgment Resilience Compati- Self- bility Reliance Curiosity/ Acumen
  • So How Do Busy Recruiters Spot The Best of the ‘Jagged CVs’?
  • Half the Edge Is in Interviewing
  • Instead of Resorting to Familiar But Ill-Suited Techniques … Airplane Chatter The Prosecutor
  • Focus on Vital Areas That Go Beyond the LinkedIn Profile • What Do You Endlessly, Relentlessly Want to Do? • How Do You Work Your Way Through Tough Spots? • Are You a Good Fit for Us?
  • If in Doubt, Consider the Steve Jobs TestWould You Hire Him? 10-Second CV Education: Reed College dropout after one year. First Job: Phone hacker Current Job: Started Apple Computer, a 2-Person Company Appearance: Looks like Ho Chi Minh
  • Transformative Hires Will Test You;Are “Flaws” Offset by Rare Strengths?• Limited direct experience – can be offset by an intense, proven knack for fast learning• A career stumble or two – forgivable if it fuels self-awareness, resilience and drive.• Personalities that take a few moments to appreciate – tolerable if core character is solid.
  • Even Uncommon Traits May Matter• Amazon.com => F r u g a l i t y• Linear Technology => T i n k e r i n g• McKinsey => S t r i v e r s ’ Et e r n a l Dr i v e• P&G => C a n Y o u Mu l t i t a s k ?• What Traits Matter for RBS?
  • The Second Edge: See What Intriguing Candidates Do on the Web
  • How Stripe Found 978 Security Experts (while everyone was playing “Capture the Flag.”)
  • Facebook and the Puzzle Master
  • Wrapping Up: How Big Companies Can Build Innovation CulturesBuild Customer-Centered GoalsMake Disruption A p p e a l i n gLearn to Experiment SafelyHire for Transformation
  • Follow Ups? Of Course! Twitter: @GeorgeAnders *** Facebook: TheRareFind ***http://blogs.forbes.com/georgeanders/ ***Email: George.Anders@gmail.com