Leaning lab for seedlab
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The document discusses how mistakes and unused creative potential in Pisa, Italy have become valuable resources for the town. It notes that Pisa is famous due to a mistake in measuring itself against other cities. It also mentions that the area has a concentration of talented people but the local economy does not make good use of their creativity. The document questions if this unused creative talent could be harnessed as a "goldmine" instead of being considered just another mistake. It explores the idea of crowdsourcing and whether models other than one where only one person benefits are possible.
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Page 1 of 31 1012016 5 Culti.docx
Page 1 of 31
10/1/2016
5
Cultivating a Global Mindset
I define globalization as sourcing capital from where it is cheapest, sourcing talent
from where it is best available, producing where it is most cost effective and selling
where the markets are without being constrained by national boundaries.
—N. R. Narayana Murthy, Chairman,
Infosys Technologies
1
There are no German or American companies.
There are only successful or unsuccessful companies.
—Thomas Middlehoff, Chairman ( 1998-2002),
—Bertelsmann AG
2
Individuals differ in how they sense and interpret the world around them. So do
organizations. And these differences matter. They matter because it is how we perceive
our environment as well as ourselves that determines which of the multitude of
opportunities and problems we go after and how we do so.
3
Consider, for example, this
seemingly simple question: “What is Marriott’s market share in the lodging business?”
The answer, or answers, would depend on your perception of the company’s relevant
opportunity space: the North American hotel market, the global hotel market, or the
global lodging market including not only hotels but also other forms of lodging, such
as apartments, college dormitories, and even prisons.
As part of our ongoing research on the global corporation, we posed the following
question to the CEO of one of the world’s largest
pharmaceutical corporations: “What are the three things that might keep you awake at
night?” His response: “First, people development. Second, setting business priorities
to make sure that the short term doesn’t drive out the long term. And, third, setting
the tone for creating a global mindset.” Although their words may differ, other CEOs
and senior executives echo this viewpoint.
Page 2 of 31
10/1/2016
Any company that wants to emerge as the global leader in its industry has to lead in
three tasks: discovering new market opportunities, establishing presence in key
markets, and converting such presence into global competitive advantage. How does
one do that in today’s environment? Rooted in the premise that managers pursue only
those market and resource opportunities that they discern, we would contend that a
deeply embedded global mindset is a prerequisite for global industry dominance. As
Sam Palmisano, CEO of IBM Corporation, observed:
Today, for the first time in human history, everything is connected. There are a
billion people and hundreds of millions of businesses on the World Wide Web. And,
the Web has emerged as much more than a connectivity medium. It has become a
global platform of work Think back to how we at IBM historically developed leaders
all over the world. That model worked well if you put most of your global mission in
the ‘home country’—in our case the U.S.—and installed strong local leaders heading
up local country organizations. In other words, management was still largely
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Leaning lab for seedlab
- 2. The Hidden Opportunities Why is Pisa famous all over the world?.... For a mistake! A mistake that has become the town's greatest resource. Anything else unique? A concentration of talented people, a creative potential that the economy of the region is not able to value and it is often wasted in unsatisfactory jobs. Just another mistake or a goldmine to be harnessed?
- 3. The scenario One wins, but all the others lose. Is really that the idea of crowdsourcing? Is another model possible?
- 4. Adapted from “Lee Fleming, Perfecting Cross-pollination. Harvard Business review September 2004”. High Low Low High Value of innovation BREAKTHROUGH AVERAGE INSIGNIFICANT Alignment of team members’ disciplines Diversity & Breakthrough Collaborative Environments
- 5. Wait for the UNEXPECTED 5 10 15 Need spotting Solution spotting Mental invention Random events Market research Trend following ! SERENDIPITY ! Goldenberg, J., Lehmann, D. and Mazursky, D., (2001), The Idea Itself and the Circumstances of Its Emergence as Predictors of New Product Success, Management Science 47, n.1: 69-84. Collaborative Environments
- 6. But I can not Build a shower for enhancing innovation Offer you a beer and let you talk with your friends Ask Thomas and Nicolas for advices Am I right? Design or not? That is the question
- 9. IPR tracking Users’ statistics Relationships with previous contributions Intensity of the relationship Relationships with previous contributions Following contributions belonging to #14
- 11. Hints from the net, geniuses and inventors
- 12. and more than 500 solvers thank you for your attention http://www.leaninglab.org Credits & Contacts http://www.fablabpisa.org D. Mazzei F. Molinari M. Monge G. Montelisciani S. Paganucci D. Pasciuto M. Mura M. Scurria G. Tazzini A. Taviani C. Taviani J. Tilli P. Valleri R. Zaza R. Apreda S. Balestrino A. Bonaccorsi A. Brando A. Cappalunga A. Cisternino G. De Santis C. De Maria G. Fantoni P. Ferragina D. Gabelloni L. Genovesi C. Giosio M. Manenti http://lilit.itc.unipi.it/SitePages/W elcome.aspx