16 ways to
make ideas happen

Action # 1
Spend time on
what brings results

20% of
the results
80% of
the time spent
80%
of the results
20%
of the time spent

Action # 2
Communicate ideas
using collaborative
technologies

Source: http://scobleizer.com/2007/11/02/social-media-starfish/ + more

Revolutionary Continuous
change change
Sudden break with status Continuous
quo. communication.
Large, radical change. Continuous improvement.
Permanent learning.
Small, step-by-step
changes.

Continuous Change Revolutionary Change
Proactive Renew
Change
continuously
Reactive
Change

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.

Action # 3
Be positive
when you communicate

Smile!

Tell people you work with what you think
they do really well, and that
they should do more of that

Keep in mind, please:
Change = new things to do and learn
That is exciting!

Action # 4
Do more jobs
- including voluntary ones

Internal External
Change Driver Change Driver
Emotional
engagement
focus
Rational Get 2 or more
engagement
focus
jobs

Action # 5
Keep trying out ideas
- at low costs

”If you see an opportunity, go for it!”
Shona Brown,
Vice President Operations, Google
Source: Hamel, Gary: The Future of Management, p. 112.

Build a just try it culture - emphasize ”test
and learn” instead of ”plan and execute”
Source: Hamel, Gary: The Future of Management, p. 120.

Energy 1. 4.
Idea tried out Idea tried out
works
2. 3.
Idea tried out New idea
doesn’t work tried out
Time

Action # 6
Set goals
and do it!

What don’t I do What do I do
Change is
Goals
happening
Not
goals

Source: http://www.youtube.com/watch?v=8ZZ6GrzWkw0

“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

“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

Source: http://www.slideshare.net/mtarrigo/learning-creativity

Action # 7
Ask for forgiveness
rather than for permission

Break rules if it’s needed to create
more value for everyone

”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.

Action # 8
Work with people
who want change

Active followers
Proactive
Reactive
Want change
Resist change

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

Source: http://news.bbc.co.uk/1/hi/business/7957671.stm

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.

Action # 9
Talk to people who
resist change

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.

Ask 5 x why to find out
more about what motivates people

Find out about why
people fear change

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

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

Action # 10
Get inputs from
external people

Source: http://www.youtube.com/watch?v=sNzkmZdM4A4

Managers must bring in
fresh voices from outside

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.

Internal External
Change Driver Change Driver
Emotional Inputs from
engagement
focus
external people
Rational
engagement
focus

Action # 11
Get power
to do things

Example
Source: http://www.pixelio.de/details.php?image_id=395374&mode=search

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.

Action # 12
Get help from
top management
and/or government
to change things

Inform CEOs and politicians directly on, for
example, Twitter, blogs, and/or open innovation
portals about what should be changed fast.

Action # 13
Signal new era by
using symbols

Source: http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm

Action # 14
Keep things
simple

Usability drives
adoptability
Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html

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.

Action # 15
Reward people for
making things happen

Internal External
Change Driver Change Driver
Emotional Bonus as a
engagement
focus
surprise
Rational
engagement
focus

Action # 16
Celebrate success
experiences

Source: http://www.pixelio.de/details.php?image_id=241910&mode=search