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INNOVATION AND LEADERSHIP
IKHLAQ SIDHU
Faculty Director and Founder
Sutardja Center for Entrepreneurship & Technology
IEOR...
Welcome to the
Sutardja Center for Entrepreneurship & Technology
College of Engineering, UC Berkeley
What is happens
at the Sutardja Center (SCET)?
• We are changing education
• Our students change the world
• Our lab area ...
Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom
1500 Undergraduates
100 Ph.D / Graduate Students...
LOTS OF
ACTIVITY
CHALLENGE
LAB
GLOBAL
PROFESSORS
NZTV
SELF-DRIVING
COLLIDER
DATA-X CHATBOT COLLIDER SCET IN TAIWAN
JOHN BA...
OUR APPROACH
Misconception: We used to think that learning business
and management would help technology innovators
Reading business
ca...
Our model has
adapted: Business
training is not the
only key element
Our effectiveness formula is:
• Depth in an valued ar...
Our model has
adapted: Business
training is not the
only key element
• Wide comfort zone
• Generate trust
• Good connector...
TOPIC 1:
INNOVATION AND
LEADERSHIP
Some companies have been
able to adapt and transform
while others were not
Technical Drivers:
• Data
• Algorithms
• Roboti...
Some companies have been
able to adapt and transform
while others were not
Technical Drivers:
• Data
• Algorithms
• Roboti...
What Allows a Firm to Adapt
Innovation Leadership 3 Leadership sets
culture
Culture for operations and/or Innovation 2 Cul...
Innovation Journeys
Experimentation
Adaptation / Pivots
Learning
Searching
Working
Business
Model
Scale
Operations
Measure...
Early stage projects
have more unknown
variables.
Early stage = higher
risk and higher
expected reward.
Searching Phase Sc...
Suppose you are trying to create something new.
What can go wrong?
Can’t tell the story in
a way that people
can understan...
What Allows a Firm to Adapt
Innovation Leadership 3 Leadership sets
culture
Culture for operations and/or Innovation 2 Cul...
KEY CONCEPT AND
TACTICS FOR CREATING
ANYTHING THAT IS NEW
The Path to New Initiatives and New Businesses
T
S
Progress on
Technology and/or
Product
Social Progress in Developing Sta...
Technology
Readiness
Level
Developed by NASA
Investment
Readiness
Level
Version: Berkeley Method
Adapted from Steve Blank
Identify
the Stage
of Your
Product
Business Investment Readiness
System Test,
Launch, Ops
Technical Readiness
System/Subsy...
What is the path for
transformation or
business model change?
Adding, Letting Go, and
Change Management
Dimension B
Dimens...
1. What do you need to acquire
or learn?
2. What do you need to let go?
3. First principle: you can’t be
happy where you a...
Strategic transformation
and value creation
Purpose Process
People
Technical progress and
social progress
Behavior and cul...
EARLY STAGE TACTICS
FOR CREATING ANYTHING
THAT IS NEW
New (Transformative Projects)
always start with a story which
must be tested for resonance
External world
is changing
Back...
Validation requires talking with customers,
listening, and critical thinking
Need information:
1. Is the need real
2. Does...
Who Takes Risk
Advisors
Suppliers
Employers
Investor / Management
Customers
News Media
Service Providers
Partner Firms
Who Takes Risk
Advisors
Suppliers
Employers
Investor / Management
Customers
News Media
Service Providers
Partner Firms
Who Takes Risk
Advisors
Suppliers
Employers
Investor / Management
Customers
News Media
Service Providers
Partner Firms
Con...
KEY CONCEPTS IN
INNOVATION STRATEGY
V S
S W O T Disrupt Yourself
OKR
OKR
OKR
20% 80%
ORDERCHAOS
Innovation
Process Example:
Google Model
Organic
Integration
• Engineers experiment with se...
Strategic Consideration:
How far can you get from your core competence
Working Business Model
Option 1: Very different bus...
Core
Competency
Scale 10x? Hard to Copy Option A Option B Option C
Inventory Selection
Customer Service
Information
Manage...
Strategic transformation
and value creation
Purpose Process
People
Technical progress and
social progress
Behavior and cul...
End of Section
Open / Acceleration Trend
Open Source Trend
Projects
Inside
the
Company
Regional and Corporate Incubators Trend
Corporate and Public
Accelerators
AT&T Foundry
Coca-Cola Bridge
Evolution of Corporate Incubation and Acceleration
• No Money
• ATT: Inside problems
• Coke: Branding and
Connections to
s...
Model 1
Roadmap
Driven
Model 4
Full-On Corp
Research
Model 2
Transition
Look
Ahead
Model 3
Full
Integration
Model 5
M&A Dr...
Evolution of Corporate Incubation and Acceleration
Space Money
Corporate Synergy
• No Money
• ATT: Inside problems
• Coke:...
KEY CONCEPTS IN
LEADERSHIP AND
PSYCHOLOGY
Two Cities in USA
• San Diego
48
•Chicago
The Berkeley Method emphasizes mindset & behaviors
A holistic, journey-based approach to entrepreneurship and innovation
F...
Insecure Leadership
Kills Innovation
Trust Enables
Innovation
&
Leadership in the Context
of Innovation is Different
• Managing (at the edge of) chaos
• Best ideas are not from the leade...
Mindsets for Motivation
Mindset and Adversity
?
Adversity is
an Advantage
Adversity is
Dis-advantage
Mindset and Adversity
Promotes
“desire to accomplish”
Adversity is
an Advantage
Adversity is
Dis-advantage
Promotes
“entit...
A Thought:
Are there other
ways to invoke
motivation in
a person?
Mindset for Learning
An Example Mindset:
Fixed vs Growth Mindset
Fixed Mindset is a belief that your intelligence is fixed.
It is your identity...
Fixed and Growth Mindset
• Fixed Mindset Behaviors:
Stay within Comfort Zone. Don’t take any chances. Don’t experiment or ...
Psychology: There are many positive mindsets and
good behaviors that encourage innovation
Broad vs
Narrow Thinking
Fixed v...
What is the path for
transformation or
business model change?
Adding, Letting Go, and
Change Management
Dimension B
Dimens...
A Question to Psychology Department Collaborators:
Which of the BMoE Behaviors can be measured in Psychology?
Company or
Organization
X-Ray to Understand
Input vs
Output
Investment
R&D
Returns
Understand
People & Functions
Data Anal...
Mindset Score Components
Total Score
Mean 7.04
St. Dev 0.94
Mean 7.8
St. Dev 1.0
HighLow
Innovation culture
Operationalfocus
Low High
Berkeley innovation index
Operational focus vs. innovation culture
Pa...
Your Results and
Why It Matters
Organizational Scoring
www.inno-quant.com
Your organizations’ score 17
Your innovation score is
4.3
Your operations score ...
3. Results: Sample Summary Workgroup
Your innovation culture
score is
3.0
Your operational focus
score is
2.7
Your total s...
3. Results: Sample Summary Innovation Mindset
Innovation Mindset
(BII Score)
7.6
Summary
▪ All scores are fairly high with...
4. Perceived Strengths
Summary of perceived strengths
Subset of answers to the Question: “What you feel we do best?”
● Agr...
4. Areas for Change
Summary of perceived strengths
Subset of answers to the Question: “What are the most important areas f...
What is the path for
transformation or
business model change?
Adding, Letting Go, and
Change Management
Dimension B
Dimens...
Our model has
adapted: Business
training is not the
only key element
Organizational Profiles
Hiring for Employees
Selectio...
Our model has
adapted: Business
training is not the
only key element
Organizational Profiles
Hiring for Employees
Selectio...
2 Ways to Change Behaviors
Change
underlying
belief and
mindset
Fake it until
you make it
END OF SECTION
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Berkeley Method of Innovation Leadership

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Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.

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Berkeley Method of Innovation Leadership

  1. 1. INNOVATION AND LEADERSHIP IKHLAQ SIDHU Faculty Director and Founder Sutardja Center for Entrepreneurship & Technology IEOR Emerging Area Professor Department of Industrial Engineering & Operations Research, UC Berkeley
  2. 2. Welcome to the Sutardja Center for Entrepreneurship & Technology College of Engineering, UC Berkeley
  3. 3. What is happens at the Sutardja Center (SCET)? • We are changing education • Our students change the world • Our lab area enable new industries
  4. 4. Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom 1500 Undergraduates 100 Ph.D / Graduate Students 100 Executives 10 Global Partners Michael Marks, KKR, former CEO, Flextronics Shomt Ghose, Venture Partner, Onset Ventures Udi Manber, VP Engineering, Google Marc Andreesen, Founder, Netscape Larry Baer, COO, San Francisco Giants Amine Haoui, CEO, Sensys Networks Stacey Lawson, Founder In Part, Executive Seibel Jim Davidson, Managing Director, Silverlake Partners Donna Dubinsky, Former CEO, Palm Matt Caspari, co-founder, Aurora Biofuels Richard Gorman, SVP, Siebel Systems Mike Olson, founder and CEO, Cloudera Brodie Keast, EVP, TiVo David Ladd, Managing Director, Mayfield Jeff Miller, CEO, Documentum Eva Miranda, SVP, Sony Corporation Ravi Mohan, Managing Director, Shasta Ventures Ted Hoff, Inventor,of the Microprocessor Nat Goldhaber, Managing Director, Claremont Creek Ventures Peter Thiel, co-founder and CEO, PayPal Victoria Hale, founder and CEO, Medicines 360 Steve Newcomb, founder , Powerset (part of Microsoft’s BING) Pehong Cheng, CEO, Broadvision
  5. 5. LOTS OF ACTIVITY CHALLENGE LAB GLOBAL PROFESSORS NZTV SELF-DRIVING COLLIDER DATA-X CHATBOT COLLIDER SCET IN TAIWAN JOHN BATTELLE FOUNDER WIRED MAGAZINE NEWS COVERAGE
  6. 6. OUR APPROACH
  7. 7. Misconception: We used to think that learning business and management would help technology innovators Reading business cases studies on innovation Management practices and financial statements Making a presentation to raise funds Studying business frameworks Making a business plan Waiting for a great idea 6 things are not the main ingredient to deploy innovation or start ventures.
  8. 8. Our model has adapted: Business training is not the only key element Our effectiveness formula is: • Depth in an valued area • Entrepreneurial “behaviors and mindset” Our programs and projects provide this. Our model has adapted: Business training is not the only key element Skill in a Core Area Innovation Behaviors and Mindset “Psychology of Innovation” High Potential Too Narrow Street smart, but lacking depth
  9. 9. Our model has adapted: Business training is not the only key element • Wide comfort zone • Generate trust • Good connectors • Inductive learning: experiments and reflection • Self awareness and emotional intelligence What are the behaviors and mindsets? Skill in a Core Area Innovation Behaviors and Mindset “Psychology of Innovation” High Potential Too Narrow Street smart, but lacking depth Taught in situation, during the journey
  10. 10. TOPIC 1: INNOVATION AND LEADERSHIP
  11. 11. Some companies have been able to adapt and transform while others were not Technical Drivers: • Data • Algorithms • Robotics • Network Connectivity Structural Drivers: • Business Model Adaptation • Shorter Cycles Adapted Disrupted
  12. 12. Some companies have been able to adapt and transform while others were not Technical Drivers: • Data • Algorithms • Robotics • Network Connectivity Structural Drivers: • Business Model Adaptation • Shorter Cycles Adapted Disrupted • Did “they” get it. Culture, external awareness, learning behaviors. • Did “they” get it. Alignment: Top vs Middle • Timing: over-compensate vs denial • Have alignment, but cannot execute (tactical) • Have alignment, but have challenges with Acquisitions
  13. 13. What Allows a Firm to Adapt Innovation Leadership 3 Leadership sets culture Culture for operations and/or Innovation 2 Culture supports tactics Story / Adaptation Ecosystem Operational Innovation Financial Innovation or Diversity with filters 1 Tactics and process: Everyday activities Three Layers That Effect Innovation in an Existing Organization
  14. 14. Innovation Journeys Experimentation Adaptation / Pivots Learning Searching Working Business Model Scale Operations Measures Executing Disruption
  15. 15. Early stage projects have more unknown variables. Early stage = higher risk and higher expected reward. Searching Phase Scaling Phase The best people in each phase of innovation are different Characteristics of People in the Search Phase Characteristics of People in the Scaling Phase Skills Experimentation, adaptation, learning customer + technology Scale, operations, measures, accounting Motivation Change the world Don’t deviate from a working process Characteristics Comfortable with unknowns Likes plans, avoid unknowns
  16. 16. Suppose you are trying to create something new. What can go wrong? Can’t tell the story in a way that people can understand 1 Did not get support of stakeholder (internal or external ecosystem) 2 Not strategic to the company - or not the right time for this project - but the innovator does not understand why 3 HR / finance can’t or don’t know how to help 4 The team that creates does not want to operationalize, need transition team 5 Culture or organization does not support or allow 6 Incentive structure: does not support change? 7
  17. 17. What Allows a Firm to Adapt Innovation Leadership 3 Leadership sets culture Culture for operations and/or Innovation 2 Culture supports tactics Story / Adaptation Ecosystem Operational Innovation Financial Innovation or Diversity with filters 1 Tactics and process: Everyday activities Three Layers That Effect Innovation in an Existing Organization
  18. 18. KEY CONCEPT AND TACTICS FOR CREATING ANYTHING THAT IS NEW
  19. 19. The Path to New Initiatives and New Businesses T S Progress on Technology and/or Product Social Progress in Developing Stakeholder Ecosystem
  20. 20. Technology Readiness Level Developed by NASA
  21. 21. Investment Readiness Level Version: Berkeley Method Adapted from Steve Blank
  22. 22. Identify the Stage of Your Product Business Investment Readiness System Test, Launch, Ops Technical Readiness System/Subsystem Demonstration Development Progress Feasibility Research Insight Story / Value Validatio n Business Model Sales Process Complete Ecosystem Operational Metrics X Y Z
  23. 23. What is the path for transformation or business model change? Adding, Letting Go, and Change Management Dimension B Dimension A X Z Company or Project: Today Company or Project: Next
  24. 24. 1. What do you need to acquire or learn? 2. What do you need to let go? 3. First principle: you can’t be happy where you are. 4. It’s like getting a new degree part time, while you still work at the last job. Dimension B Dimension A Z Company or Project: Today Company or Project: Next X
  25. 25. Strategic transformation and value creation Purpose Process People Technical progress and social progress Behavior and culture Transformative Projects: Purpose and Process • Stage of project H1 - H3 • Match the team • Story value • Steps and behaviors • Scale, measures, PM People • Leadership and culture • Psychology of innovation and personal development Strategic issues: • Top down vs bottom up • SWOT & disrupt yourself • Filtering for core competence Language
  26. 26. EARLY STAGE TACTICS FOR CREATING ANYTHING THAT IS NEW
  27. 27. New (Transformative Projects) always start with a story which must be tested for resonance External world is changing Background of team Stories at work Story/Pitch Prototype Validation Execution and Traction Operative insight: background + change Lean discovery: MVP Story is important for 2 reasons: 1. Alignment and feedback 2. Scale and stakeholders Story types: • NABC • I observed — • A transformed with B
  28. 28. Validation requires talking with customers, listening, and critical thinking Need information: 1. Is the need real 2. Does the solution actually solve the problem 3. Typically “sell before you build” to test commitment, and its cheaper Story/Pitch Prototype Validation
  29. 29. Who Takes Risk Advisors Suppliers Employers Investor / Management Customers News Media Service Providers Partner Firms
  30. 30. Who Takes Risk Advisors Suppliers Employers Investor / Management Customers News Media Service Providers Partner Firms
  31. 31. Who Takes Risk Advisors Suppliers Employers Investor / Management Customers News Media Service Providers Partner Firms Considerations: 1. Validation 2. Testing commitment • Your view • Their view 3. Self awareness 4. Your role: conduit of information
  32. 32. KEY CONCEPTS IN INNOVATION STRATEGY
  33. 33. V S S W O T Disrupt Yourself
  34. 34. OKR OKR OKR 20% 80% ORDERCHAOS Innovation Process Example: Google Model Organic Integration • Engineers experiment with self selected projects • Contents in transparent internal database • Managers can not stifle innovation • Objectives + key results: - Top down meets bottom up - Transparent skunk works - Quarterly
  35. 35. Strategic Consideration: How far can you get from your core competence Working Business Model Option 1: Very different business, low synergy (must compete on its own) Option 2: Build on core competencies - adds to existing company story
  36. 36. Core Competency Scale 10x? Hard to Copy Option A Option B Option C Inventory Selection Customer Service Information Management Full Price on Internet Logistics Culture SAMPLE WORKSHEET
  37. 37. Strategic transformation and value creation Purpose Process People Technical progress and social progress Behavior and culture Transformative Projects: Purpose and Process • Stage of project H1 - H3 • Match the team • Story value • Steps and behaviors • Scale, measures, PM People • Leadership and culture • Psychology of innovation and personal development Strategic issues: • Top down vs bottom up • SWOT & disrupt yourself • Filtering for core competence Language
  38. 38. End of Section
  39. 39. Open / Acceleration Trend
  40. 40. Open Source Trend Projects Inside the Company
  41. 41. Regional and Corporate Incubators Trend Corporate and Public Accelerators AT&T Foundry Coca-Cola Bridge
  42. 42. Evolution of Corporate Incubation and Acceleration • No Money • ATT: Inside problems • Coke: Branding and Connections to suppliers/customers • Big Lifts: Spotify, Call Drops, Video Bills • Rewards to firms: • More happy customers, • Better product/services, • and maybe a few $$$ Spac e Mon ey Corporate Synergy
  43. 43. Model 1 Roadmap Driven Model 4 Full-On Corp Research Model 2 Transition Look Ahead Model 3 Full Integration Model 5 M&A Driven or Open Model 6 Intrinsic Needs Driven Industry Leadership Role Balanced Focus External / Open Focus Less Risk, More Predicable New: Adv. R&D is Blending into Corporate Incubation New Models for Advanced R&D and Open Incubation for today's Modern Companies
  44. 44. Evolution of Corporate Incubation and Acceleration Space Money Corporate Synergy • No Money • ATT: Inside problems • Coke: Branding and Connections to suppliers/customers • Big Lifts: Spotify, Call Drops, Video Bills • Rewards to firms: • More happy customers, • Better product/services, • and maybe a few $$$ Spac e Mon ey Corporate Synergy Main Incubation/Acceleration Discussion Topics: Internal Incubation: • License to innovate • Scope – where do you want it, or at least do they know what is strategic • Slides do not equal success External / Open Innovation: • Concept = put some effort into letting the world now what you want • NIH is a major cultural problem (use incentives to fix it) • Mismatch problems: You: What can you offer, what time frame You: What do you want: scanning, licensing, acquisitions. What size is relevant? Venture: What do they expect: access, network, investment, Venture: What timeframe?
  45. 45. KEY CONCEPTS IN LEADERSHIP AND PSYCHOLOGY
  46. 46. Two Cities in USA • San Diego 48 •Chicago
  47. 47. The Berkeley Method emphasizes mindset & behaviors A holistic, journey-based approach to entrepreneurship and innovation Fair NegotiationCommunication Services Mentors Advisors Rules of Engagement Ecosystems Opportunity MVP Raising Funds Business Models Case Study Sales Process Mindset & BehaviorsFramew orks Network s
  48. 48. Insecure Leadership Kills Innovation Trust Enables Innovation &
  49. 49. Leadership in the Context of Innovation is Different • Managing (at the edge of) chaos • Best ideas are not from the leader • Bottom up ideas meet top down objectives • Transparency, flatness, data driven • Tolerance for diverse ideas • Organization and people must learn and adapt Where is the balance? Protect the brand and history vs Intent the new story
  50. 50. Mindsets for Motivation
  51. 51. Mindset and Adversity ? Adversity is an Advantage Adversity is Dis-advantage
  52. 52. Mindset and Adversity Promotes “desire to accomplish” Adversity is an Advantage Adversity is Dis-advantage Promotes “entitlement”
  53. 53. A Thought: Are there other ways to invoke motivation in a person?
  54. 54. Mindset for Learning
  55. 55. An Example Mindset: Fixed vs Growth Mindset Fixed Mindset is a belief that your intelligence is fixed. It is your identity (ie I am naturally smart or good at X): This mindset amplifies a FEAR of losing your identifying label. As in “What will people say?” if I can’t do this? Carol Dweck
  56. 56. Fixed and Growth Mindset • Fixed Mindset Behaviors: Stay within Comfort Zone. Don’t take any chances. Don’t experiment or learn. Your brain is actually switched “off”. Take failures too hard. • Growth Mindset Behaviors: Always learning, wide comfort zone, open to experiments and some risk, embrace challenges, can learn from failures. K-12 Learning Over a Year Growth Fixed Dweck
  57. 57. Psychology: There are many positive mindsets and good behaviors that encourage innovation Broad vs Narrow Thinking Fixed vs Growth Scarcity vs Abundance Seeking Truth vs Being Right Healing Teams vs Dividing People Rebellion vs Compliance Saying what no one else wants to say Accretive Collaboration Adversity is advantage Listening, not just hearing Expanding comfort zone Not hoarding information Comfort with “no” Self awareness Diversity value Generating trust
  58. 58. What is the path for transformation or business model change? Adding, Letting Go, and Change Management Dimension B Dimension A X Z Company or Project: Today Company or Project: Next How much alignment do you have? Do you have the right behaviors?
  59. 59. A Question to Psychology Department Collaborators: Which of the BMoE Behaviors can be measured in Psychology?
  60. 60. Company or Organization X-Ray to Understand Input vs Output Investment R&D Returns Understand People & Functions Data Analytics We can now see and understand at the level of people Berkeley Innovation Index
  61. 61. Mindset Score Components
  62. 62. Total Score Mean 7.04 St. Dev 0.94 Mean 7.8 St. Dev 1.0
  63. 63. HighLow Innovation culture Operationalfocus Low High Berkeley innovation index Operational focus vs. innovation culture Participants
  64. 64. Your Results and Why It Matters
  65. 65. Organizational Scoring www.inno-quant.com Your organizations’ score 17 Your innovation score is 4.3 Your operations score is 3.9 Your total score is 16.7 0 1 2 3 4 5 0 1 2 3 4 5 Innovation Mindset Score Operations Mindset Score
  66. 66. 3. Results: Sample Summary Workgroup Your innovation culture score is 3.0 Your operational focus score is 2.7 Your total score is 8.1 Workgroup Scores for William Demant 68
  67. 67. 3. Results: Sample Summary Innovation Mindset Innovation Mindset (BII Score) 7.6 Summary ▪ All scores are fairly high with medium spread ▪ The lowest scores (with high spread) is Comfort Zone, with one outlier 69
  68. 68. 4. Perceived Strengths Summary of perceived strengths Subset of answers to the Question: “What you feel we do best?” ● Agree on common direction and activities ● Come up with great ideas from engineering level. Take the right decisions in time. ● Long-term thinking ● Understanding the issue of hearing impairment and innovate around it ● Commercializing innovation ● Improving people life by innovation ● Quality in products - stay loyal to our core competences Word Cloud 70
  69. 69. 4. Areas for Change Summary of perceived strengths Subset of answers to the Question: “What are the most important areas for us to improve?” ● Alignment on common vision and culture ● Efficient go to market process btb and btc ● Creating a stronger shared culture of embracing change, innovation, customer satisfaction ● Be more focused in our priorities ● Being more willing to take a first move in bringing new product concepts to the market Understanding "buying customer" vs. end-user needs Word Cloud 71
  70. 70. What is the path for transformation or business model change? Adding, Letting Go, and Change Management Dimension B Dimension A X Z Company or Project: Today Company or Project: Next How much alignment do you have? Do you have the right behaviors?
  71. 71. Our model has adapted: Business training is not the only key element Organizational Profiles Hiring for Employees Selection of Leaders Operations Mindset: • Does what they are told • Easy to manage • Accepts that its not my business • Needs upfront clarity on task • Avoids risk • Accepts conventional wisdom Innovation Mindset: • Asks why, needs context • Hard to manage • Easily bored • Questions hierarchy/boundaries • Minds everyone’s business • Accepts risk, OK with ambiguity • Eager to take on complexity Operations Mindset Innovation Mindset Reference: Nir Merry, Applied Materials
  72. 72. Our model has adapted: Business training is not the only key element Organizational Profiles Hiring for Employees Selection of Leaders Operations Mindset: • Does what they are told • Easy to manage • Accepts that its not my business • Needs upfront clarity on task • Avoids risk • Accepts conventional wisdom Innovation Mindset: • Asks why, needs context • Hard to manage • Easily bored • Questions hierarchy/boundaries • Minds everyone’s business • Accepts risk, OK with ambiguity • Eager to take on complexity Operations Mindset Innovation Mindset Reference: Nir Merry, Applied Materials
  73. 73. 2 Ways to Change Behaviors Change underlying belief and mindset Fake it until you make it
  74. 74. END OF SECTION

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