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16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
16 ways to make ideas happen
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16 ways to make ideas happen

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16 ways to make ideas happen. …

16 ways to make ideas happen.

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  • 1. 16 ways to make ideas happen
  • 2. Action # 1 Spend time on what brings results
  • 3. 20% of the results 80% of the time spent 80% of the results 20% of the time spent
  • 4. Action # 2 Communicate ideas using collaborative technologies
  • 5. Source: http://scobleizer.com/2007/11/02/social-media-starfish/ + more
  • 6. Revolutionary Continuous change change Sudden break with status Continuous quo. communication. Large, radical change. Continuous improvement. Permanent learning. Small, step-by-step changes.
  • 7. Continuous Change Revolutionary Change Proactive Renew Change continuously Reactive Change
  • 8. In 2005, Toyota received more than 540,000 improvement ideas from its Japanese employees. Source: Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
  • 9. Action # 3 Be positive when you communicate
  • 10. Smile!
  • 11. Tell people you work with what you think they do really well, and that they should do more of that
  • 12. Keep in mind, please: Change = new things to do and learn That is exciting!
  • 13. Action # 4 Do more jobs - including voluntary ones
  • 14. Internal External Change Driver Change Driver Emotional engagement focus Rational Get 2 or more engagement focus jobs
  • 15. Action # 5 Keep trying out ideas - at low costs
  • 16. ”If you see an opportunity, go for it!” Shona Brown, Vice President Operations, Google Source: Hamel, Gary: The Future of Management, p. 112.
  • 17. Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute” Source: Hamel, Gary: The Future of Management, p. 120.
  • 18. Energy 1. 4. Idea tried out Idea tried out works 2. 3. Idea tried out New idea doesn’t work tried out Time
  • 19. Action # 6 Set goals and do it!
  • 20. What don’t I do What do I do Change is Goals happening Not goals
  • 21. Source: http://www.youtube.com/watch?v=8ZZ6GrzWkw0
  • 22. “Every single one of you has something that you're good at. Every single one of you has something to offer. And you have a responsibility to yourself to discover what that is. That's the opportunity an education can provide.” Source http://www.whitehouse.gov/blog/A-Message-of-Hope-and-Responsibility-for-Americas-Students/ http://www.youtube.com/watch?v=8ZZ6GrzWkw0
  • 23. “That's why today I'm calling on each of you to set your own goals for your education - and do everything you can to meet them.” Source http://www.whitehouse.gov/blog/A-Message-of-Hope-and-Responsibility-for-Americas-Students/ http://www.youtube.com/watch?v=8ZZ6GrzWkw0
  • 24. Source: http://www.slideshare.net/mtarrigo/learning-creativity
  • 25. Action # 7 Ask for forgiveness rather than for permission
  • 26. Break rules if it’s needed to create more value for everyone
  • 27. ”I was brought here to cause a certain amount of disruption. I’ve been fired for being disruptive several times, but this is the first time I’ve been hired for it.” Animator Brad Bird Source: Hamel, Gary: The Future of Management, p. 153.
  • 28. Action # 8 Work with people who want change
  • 29. Active followers Proactive Reactive Want change Resist change
  • 30. Attitude Activity Competence 10: Very 10: Very 10: Very positive. active. competent. 1: Very 1: Very 1: Not negative. inactive. competent. Mr. X Ms Y. Mr. Z
  • 31. Source: http://news.bbc.co.uk/1/hi/business/7957671.stm
  • 32. Ravi Kant, Managing Director, Tata Motors: ”The most frozen layer in any organization, I think, is the people with experience who think they know best, who believe that nothing can be changed, and who typically exhibit a not-invented-here syndrome. When we started to connect with what we call the younger high performers, on the other hand - people in their late 20s and early 30s - it was very different. We would have breakfast meetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they were suffocated and that they wanted change. So we started picking out some of these individuals and giving them challenges.” Source: Kumra, Gautan: ”Leading Change: An Interview with the managing director of Tata Motors.” mckinseyquarterly.com, January 2007.
  • 33. Action # 9 Talk to people who resist change
  • 34. Example of excuses to innovate / develop I just don’t have the time. We don’t have enough resources to do that. Do we really need it? It’s much too risky. We have already discussed something similar a long time ago. Forget it. Talk to John about it. It’s not my area. I am quite sure, it wouldn’t work. The company is not ready for that at this point. It sounds good theoretically, but it would never work in practice. We are too big / too small. It’s too early / too late for that.
  • 35. Ask 5 x why to find out more about what motivates people
  • 36. Find out about why people fear change
  • 37. Fear of losing money, Fear of losing for example reduction network and/or in salary and/or budget social traditions Fear Fear of losing Fear of losing power, control, status assignments
  • 38. Fear of not having Fear of not having competencies to competencies to unlearn old habits learn new things Fear Fear of not being Fear of being involved in the involved in the change process change process
  • 39. Action # 10 Get inputs from external people
  • 40. Source: http://www.youtube.com/watch?v=sNzkmZdM4A4
  • 41. Managers must bring in fresh voices from outside
  • 42. Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question. Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls. Source: Gardner, John W.: On Leadership, p. 130.
  • 43. Internal External Change Driver Change Driver Emotional Inputs from engagement focus external people Rational engagement focus
  • 44. Action # 11 Get power to do things
  • 45. Example Source: http://www.pixelio.de/details.php?image_id=395374&mode=search
  • 46. Tip to clean up Step # 1 Communicate a deadline to every single person to clean up himself / herself. Step # 2 After that deadline, clean up the rest yourself.
  • 47. Action # 12 Get help from top management and/or government to change things
  • 48. Inform CEOs and politicians directly on, for example, Twitter, blogs, and/or open innovation portals about what should be changed fast.
  • 49. Action # 13 Signal new era by using symbols
  • 50. Source: http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm
  • 51. Action # 14 Keep things simple
  • 52. Usability drives adoptability Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html
  • 53. Hotmail If you are expecting people to dramatically change the way they do things, it’s not going to happen. Try to make it such that it’s a small change, yet an important one. For example, the reason that Hotmail succeeded was because people were accustomed to going to different websites. All they had to do was put in their name and password and a little bit of information, and they got an e-mail account. Source: Interview with Sabeer Bhatia. Livingston, Jessica: Founders at Work, p. 28.
  • 54. Action # 15 Reward people for making things happen
  • 55. Internal External Change Driver Change Driver Emotional Bonus as a engagement focus surprise Rational engagement focus
  • 56. Action # 16 Celebrate success experiences
  • 57. Source: http://www.pixelio.de/details.php?image_id=241910&mode=search

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