This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
The document proposes a "12Hour Startup" approach where teams are given 12 hours to build a new product or service from existing resources to stimulate creative thinking. It argues that the approach allows employees to try lingering ideas, pushes forward simple executable ideas, and builds camaraderie. The downside is said to be virtually zero, and committed ideas should be trialled for 3 months. Repeating the process every 3-6 months could encourage a culture of innovation in a company.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
In this presentation, created for MIT's Integrated Design & Management (IDM) program, I cover some of my lessons learned from past jobs.
Topics include startups, entrepreneurship, recruiting / team-building, a little bit of angel investing and advisory, and a couple of case studies.
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
The document proposes a "12Hour Startup" approach where teams are given 12 hours to build a new product or service from existing resources to stimulate creative thinking. It argues that the approach allows employees to try lingering ideas, pushes forward simple executable ideas, and builds camaraderie. The downside is said to be virtually zero, and committed ideas should be trialled for 3 months. Repeating the process every 3-6 months could encourage a culture of innovation in a company.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
In this presentation, created for MIT's Integrated Design & Management (IDM) program, I cover some of my lessons learned from past jobs.
Topics include startups, entrepreneurship, recruiting / team-building, a little bit of angel investing and advisory, and a couple of case studies.
This document contains 101 lessons learned for startups collected from the experience of running startups. Some of the key lessons include preparing to unlearn what you've learned and know that startup best practices have changed, validating ideas with customers before writing code, focusing on solving problems rather than just having cool ideas, and knowing when to pivot or fold a failing idea. It emphasizes the importance of testing ideas quickly through prototypes and constant customer feedback to achieve product-market fit.
20 top tips to spring clean your hospitality business 2016Lester Pyatt.
The document provides 20 tips for spring cleaning a hospitality business. Some key tips include reflecting on business goals and plans, delegating tasks to staff, conducting competitor audits, keeping marketing consistent and targeted, ensuring menu prices stay competitive, and adding perceived value and extras to entice customers. The document promotes a business development package to help implement the tips.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
Product Gamification presentation delivered by Asif Rajani, during the Warsaw Venture Cafe at Varso Tower on 30/September/2021.
Source:
Actionable Gamification: Beyond Points, Badges, and Leaderboards
By Yu-kai Chou
The document discusses how to build a customer-driven product team. It recommends structuring teams with 3 people (engineer, tech lead, engineer) to allow for autonomy and accountability. Each team is paired with a product manager, designer, and marketer to gather customer feedback and iterate quickly. The approach scales by having teams own products end-to-end and share metrics with internal stakeholders. Continuous delivery is key, with teams shipping updates daily to get quick feedback. This creates a feedback loop that puts customers first.
The document provides guidance on building market traction and understanding users to increase engagement. It discusses how biological factors like dopamine, serotonin and oxytocin can be leveraged through techniques like gamification, social proof, and building trust. Specific tactics are recommended like engineering the path to permission, priming users, leveraging loss aversion, and focusing on small meaningful details. The document emphasizes testing assumptions and adjusting based on user behavior and cognitive factors like emotions, resources and mood.
The document discusses the challenges of building a successful consumer hardware company and introduces the concept of the "2-year itch". It states that it typically takes 2 years of retail sales for a consumer product company to succeed or fail, with the first year being a honeymoon period and the second being a critical adjustment period. It also outlines seven pillars that are important for success, including crowd-sourced customer support, having a clear vision, fast product iteration, managing retail inventory, financing manufacturing, separating R&D from engineering, and partnering on logistics. The document emphasizes that building great products also requires building a great company with a functioning value chain.
This document provides information on zero budget user acquisition strategies. It discusses public relations (PR), inbound marketing, and outbound marketing tactics. For PR, it emphasizes the importance of strategic earned media coverage and building relationships with journalists, analysts, and influencers on Twitter. For inbound marketing, it recommends content creation tactics like blogging, thought leadership pieces, and guest blogging. For outbound marketing, it discusses drip email campaigns, account-based marketing (ABM), phone calls, and using various tools to find contact information and track email opens. International considerations and keeping in touch with current customers are also addressed.
This document outlines a 4-step process for marketing maximization: 1) Understand your ideal customers, 2) Create content they will consume, 3) Develop products they will buy, and 4) Implement a marketing plan with the right messages. It emphasizes the importance of truly knowing your target audience and their problems in order to create valuable content and products that directly address their needs. A successful marketing strategy also requires optimizing for mobile users and implementing the right mix of money, market research, messaging and media.
1. The document discusses methods for generating startup ideas, including knowing your constraints, looking at intersections of domain insights, unmet needs, and changes, and getting customer insights through research.
2. It provides an example of developing an idea to help working moms by addressing needs around lack of time for cooking and relationships.
3. The example idea generated is an "Airbnb for babysitting" that allows stay-at-home moms to earn money babysitting for working parents to enable date nights.
This document summarizes 15 lessons that Pam Hendrickson's father, a successful project manager, learned over his 40-year career. The lessons focus on balancing work and personal life, embracing change, effective communication, making informed decisions, attention to detail, time management, maintaining a sense of humor, seeking ideas from diverse sources, ensuring quality, aligning objectives, balancing organizational strengths, understanding perception, forgiveness, trustworthiness, and self-discipline. Pam Hendrickson shares these lessons to help others worry less, create success, and have more fun in the process.
This document provides an overview of lean startup principles and methodologies. It discusses building minimum viable products to test hypotheses, iterating based on customer feedback through continuous learning and measurement, and making course corrections quickly. The document emphasizes focusing on learning goals, validating assumptions with real customers, and advancing customer conversations to the next step of commitment whenever possible.
The Ultimate Guide to Mobile Consumer ResearchRay Beharry
How to do better market research? Conduct mobile surveys. Reach your target audience on their turf. The ubiquity of cell phones has provided market researchers with unparalleled access to consumers, providing unmatched scale, reach, and affordability - without sacrificing quality of results. We provide the modern market researcher with a best practices approach to setting goals for research, audience targeting, survey design, and distribution, using a mobile-first mindset to capture valuable consumer opinion data. This provides an overview on mobile research for marketers, brand managers, product managers, market researchers, journalists, content writers, and startup founders/business owners/entrepreneurs.
VIEW FULL-SCREEN OR DOWNLOAD. (Tall format.)
Compiled audience notes from open interviews with 3 founders: Jordan Schilpf at Gift Cannon, Isaac Strang at Shootround and Paul Nel at Coordinate Gear.
Lessons learned about testing business models with physical products, mobile response channels and event-based behaviour.
4 Ways to Win Your Competitor's Customer HabitsNir Eyal
Here's how to capture customer habits away from your competition.
For the original article, see: http://www.nirandfar.com/2015/01/competitions-customers.html
This document provides guidance on achieving product-market fit by starting with customers who have a problem. It discusses identifying early adopters who are actively trying to solve the problem and have a budget to do so. The document recommends finding early adopters through various online and offline channels like social media, influencers, groups/forums, competitors, conferences and by going where the problem occurs. Prioritizing channels based on time, paying customers and priority is advised to efficiently reach early adopters and start the journey to product-market fit.
This document discusses the rise of word-of-mouth marketing and social media, and the need for brands to adapt to this changing landscape by becoming "Conversation Managers." It promotes an approach of strategically driving word-of-mouth through amazing content, listening to customers, and community engagement. Examples are given of how brands like Zappos and Telenet successfully activated word-of-mouth conversations to boost their growth. The presentation argues that integration of word-of-mouth into all marketing activities is the new philosophy required for success.
Rootstock's own Radicle Report, articulating our agency's thought leadership position. Through one-day intensives and three-day retreats, we help clients articulate their own thought leadership positions in order to support their brand growth strategy. We distill that position and the strategy for articulating it in a Radicle Report like this one.
James Malinchak: The Top Seven Benefits of a Mastermind with Successful Entr...James Malinchak
James Malinchak outlines 7 key benefits of participating in a mastermind group with successful entrepreneurs: 1) Brainstorming ideas with like-minded individuals, 2) Being listened to and receiving help, 3) Motivation and challenges from other successful businesspeople, 4) Acceptance among peers rather than jealousy from others, 5) Recognition for achievements, 6) A safe environment to share information openly, 7) Fresh perspectives on opportunities and pitfalls from group members. He concludes that by joining one of his high-quality mastermind groups, participants can gain all of these benefits from interacting with other top professionals.
This document contains 101 lessons learned for startups collected from the experience of running startups. Some of the key lessons include preparing to unlearn what you've learned and know that startup best practices have changed, validating ideas with customers before writing code, focusing on solving problems rather than just having cool ideas, and knowing when to pivot or fold a failing idea. It emphasizes the importance of testing ideas quickly through prototypes and constant customer feedback to achieve product-market fit.
20 top tips to spring clean your hospitality business 2016Lester Pyatt.
The document provides 20 tips for spring cleaning a hospitality business. Some key tips include reflecting on business goals and plans, delegating tasks to staff, conducting competitor audits, keeping marketing consistent and targeted, ensuring menu prices stay competitive, and adding perceived value and extras to entice customers. The document promotes a business development package to help implement the tips.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
Product Gamification presentation delivered by Asif Rajani, during the Warsaw Venture Cafe at Varso Tower on 30/September/2021.
Source:
Actionable Gamification: Beyond Points, Badges, and Leaderboards
By Yu-kai Chou
The document discusses how to build a customer-driven product team. It recommends structuring teams with 3 people (engineer, tech lead, engineer) to allow for autonomy and accountability. Each team is paired with a product manager, designer, and marketer to gather customer feedback and iterate quickly. The approach scales by having teams own products end-to-end and share metrics with internal stakeholders. Continuous delivery is key, with teams shipping updates daily to get quick feedback. This creates a feedback loop that puts customers first.
The document provides guidance on building market traction and understanding users to increase engagement. It discusses how biological factors like dopamine, serotonin and oxytocin can be leveraged through techniques like gamification, social proof, and building trust. Specific tactics are recommended like engineering the path to permission, priming users, leveraging loss aversion, and focusing on small meaningful details. The document emphasizes testing assumptions and adjusting based on user behavior and cognitive factors like emotions, resources and mood.
The document discusses the challenges of building a successful consumer hardware company and introduces the concept of the "2-year itch". It states that it typically takes 2 years of retail sales for a consumer product company to succeed or fail, with the first year being a honeymoon period and the second being a critical adjustment period. It also outlines seven pillars that are important for success, including crowd-sourced customer support, having a clear vision, fast product iteration, managing retail inventory, financing manufacturing, separating R&D from engineering, and partnering on logistics. The document emphasizes that building great products also requires building a great company with a functioning value chain.
This document provides information on zero budget user acquisition strategies. It discusses public relations (PR), inbound marketing, and outbound marketing tactics. For PR, it emphasizes the importance of strategic earned media coverage and building relationships with journalists, analysts, and influencers on Twitter. For inbound marketing, it recommends content creation tactics like blogging, thought leadership pieces, and guest blogging. For outbound marketing, it discusses drip email campaigns, account-based marketing (ABM), phone calls, and using various tools to find contact information and track email opens. International considerations and keeping in touch with current customers are also addressed.
This document outlines a 4-step process for marketing maximization: 1) Understand your ideal customers, 2) Create content they will consume, 3) Develop products they will buy, and 4) Implement a marketing plan with the right messages. It emphasizes the importance of truly knowing your target audience and their problems in order to create valuable content and products that directly address their needs. A successful marketing strategy also requires optimizing for mobile users and implementing the right mix of money, market research, messaging and media.
1. The document discusses methods for generating startup ideas, including knowing your constraints, looking at intersections of domain insights, unmet needs, and changes, and getting customer insights through research.
2. It provides an example of developing an idea to help working moms by addressing needs around lack of time for cooking and relationships.
3. The example idea generated is an "Airbnb for babysitting" that allows stay-at-home moms to earn money babysitting for working parents to enable date nights.
This document summarizes 15 lessons that Pam Hendrickson's father, a successful project manager, learned over his 40-year career. The lessons focus on balancing work and personal life, embracing change, effective communication, making informed decisions, attention to detail, time management, maintaining a sense of humor, seeking ideas from diverse sources, ensuring quality, aligning objectives, balancing organizational strengths, understanding perception, forgiveness, trustworthiness, and self-discipline. Pam Hendrickson shares these lessons to help others worry less, create success, and have more fun in the process.
This document provides an overview of lean startup principles and methodologies. It discusses building minimum viable products to test hypotheses, iterating based on customer feedback through continuous learning and measurement, and making course corrections quickly. The document emphasizes focusing on learning goals, validating assumptions with real customers, and advancing customer conversations to the next step of commitment whenever possible.
The Ultimate Guide to Mobile Consumer ResearchRay Beharry
How to do better market research? Conduct mobile surveys. Reach your target audience on their turf. The ubiquity of cell phones has provided market researchers with unparalleled access to consumers, providing unmatched scale, reach, and affordability - without sacrificing quality of results. We provide the modern market researcher with a best practices approach to setting goals for research, audience targeting, survey design, and distribution, using a mobile-first mindset to capture valuable consumer opinion data. This provides an overview on mobile research for marketers, brand managers, product managers, market researchers, journalists, content writers, and startup founders/business owners/entrepreneurs.
VIEW FULL-SCREEN OR DOWNLOAD. (Tall format.)
Compiled audience notes from open interviews with 3 founders: Jordan Schilpf at Gift Cannon, Isaac Strang at Shootround and Paul Nel at Coordinate Gear.
Lessons learned about testing business models with physical products, mobile response channels and event-based behaviour.
4 Ways to Win Your Competitor's Customer HabitsNir Eyal
Here's how to capture customer habits away from your competition.
For the original article, see: http://www.nirandfar.com/2015/01/competitions-customers.html
This document provides guidance on achieving product-market fit by starting with customers who have a problem. It discusses identifying early adopters who are actively trying to solve the problem and have a budget to do so. The document recommends finding early adopters through various online and offline channels like social media, influencers, groups/forums, competitors, conferences and by going where the problem occurs. Prioritizing channels based on time, paying customers and priority is advised to efficiently reach early adopters and start the journey to product-market fit.
This document discusses the rise of word-of-mouth marketing and social media, and the need for brands to adapt to this changing landscape by becoming "Conversation Managers." It promotes an approach of strategically driving word-of-mouth through amazing content, listening to customers, and community engagement. Examples are given of how brands like Zappos and Telenet successfully activated word-of-mouth conversations to boost their growth. The presentation argues that integration of word-of-mouth into all marketing activities is the new philosophy required for success.
Rootstock's own Radicle Report, articulating our agency's thought leadership position. Through one-day intensives and three-day retreats, we help clients articulate their own thought leadership positions in order to support their brand growth strategy. We distill that position and the strategy for articulating it in a Radicle Report like this one.
James Malinchak: The Top Seven Benefits of a Mastermind with Successful Entr...James Malinchak
James Malinchak outlines 7 key benefits of participating in a mastermind group with successful entrepreneurs: 1) Brainstorming ideas with like-minded individuals, 2) Being listened to and receiving help, 3) Motivation and challenges from other successful businesspeople, 4) Acceptance among peers rather than jealousy from others, 5) Recognition for achievements, 6) A safe environment to share information openly, 7) Fresh perspectives on opportunities and pitfalls from group members. He concludes that by joining one of his high-quality mastermind groups, participants can gain all of these benefits from interacting with other top professionals.
The 7 Habits of Successful People document outlines habits that lead to success. It discusses:
- Working smarter, not harder, and striving for accuracy before building momentum.
- Finding a niche by becoming an expert and improving existing products.
- Building a reputation on integrity, quality and value while constantly improving products.
- Listening to customer needs and planning for success with long-term goals.
- Being creative, adaptable, and promising more than expected to deliver exceptional results.
Many companies today strive to be “thought leaders,” but only a select few truly live up to that aspiration. Thought leadership requires a unique point of view, the ability to provide valuable information, and a layered approach to disseminating that information. For the few companies who achieve it, thought leadership is proven to drive long-term and higher-value customer relationships and increase brand affinity and loyalty.
Stacey King Gordon of Suite Seven led a workshop during LoyaltyExpo 2014 in Orlando, Florida. The workshop explored what makes a thought leader, best practices for thought leadership, and how to develop a publishing and content strategy to help companies grow into true thought leaders — helping with everything from navigating internal politics to prioritizing resources.
A brilliant proverb describing how to build the optimal team "choose your companions before you choose your road".and thats such a true saying,teams are a delicate beast.ideally each member shares a common goal, whether it be winning a race or completing a project.the selflessness and pasion embodied in a groupof people striving for achievement is wondorous.Positive energy emanates from their labors,breeding high standards and astounding productivity.There is no limit to what a great team can accomplish,like a rope:together as one united,consisting of the highest human material:to build that great dynamic individuals willing to work long hours,to motivate them when the inevitable.Human nature can lead to a team s downfall whether from disinterist,laziness,or the dozen of other daily emotions coursing through disparate individuals.Honestly believe the makings of the great team can be found in one word:chemistry.A group of modestly talented individuals who are team players will accomplish far more than an assortment of geniuses thinking of themselves...
This document outlines the characteristics and strategies of an effective change agent. It defines a change agent as someone who assumes leadership to catalyze positive change in a group. Key characteristics include knowledge, skills, curiosity, motivation, and communication. The document then lists 10 strategies for successful change agents: having a clear goal; choosing to lead; finding leverage points; planting seeds; developing a network; maintaining optimism; being creative; doing honest assessments; cultivating credibility; and continually questioning the status quo. The overall message is that change agents must have a vision, find allies, try different approaches, and persist despite setbacks to implement lasting change.
The document discusses leadership in various contexts such as politics, the workplace, sports teams, social groups, and business. It provides examples of great political leaders, workplace leaders like CEOs, sports captains, influential celebrities, and successful business leaders such as Jeff Bezos, Howard Schultz, and Sir Richard Branson. The document focuses on Branson's leadership style, which he describes as rule-breaking and learning from mistakes. His three key leadership principles are listening, learning, and ensuring work is enjoyable. The document then discusses leadership styles and traits the author can bring to Rich's, such as being adaptable, assertive, and having strong communication and motivational skills. It concludes by discussing developing one's
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
A Growth Mindset. Your Job is Selling Change. Sell the problem, not the Solution. Marketing Today Becomes Sales Tomorrow. What Great Salespeople Do Differently. Closing with Confidence: Personal Sales Skills Action Plan
It\'s an extract from Dick Lyles’s book "4 SECRETS OF WINNING WAYS" emphasizing on how to deal with your people to get their best behaviour in favour of management, organisation and themselves.
Entrepreneurship is defined as the starting of new businesses, usually by an individual who identified a gap in the market and trail blazed their way to success as sole owner and CEO. But you don’t have to share this passion of building your own business to see the value in utilising the same skills for your future career aspirations! We explore the relevancy of entrepreneurial skills for your career in this free one-hour webinar, and hear from a USQ student about how she found success by nurturing these skills and taking a chance.
All Hands on Deck, Leadership Retreat for Becker Morgan GroupJoe Tye
This document provides guidance for building a culture of ownership within an organization. It discusses that culture does not change unless people change, and people will not change unless given the right tools and inspiration. It outlines the four dimensions of values-based leadership: character, expectations, fellowship, and quest. It discusses establishing a strong foundation through core values, building the superstructure by living those values, and shaping the interior through positive attitudes. The goal is to transform an organization from one of mere accountability to true ownership where everyone takes responsibility for the success of the whole.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
The document provides 12 success factors for leading a team: 1) Humility during success and confidence during setbacks. 2) Stepping back so others can step up. 3) Putting plans into action by setting priorities and reviewing progress. 4) Leading change through an 8-step process. 5) Admitting mistakes openly and learning from them. 6) Listening with the goal of learning. 7) Encouraging constructive dissent by being open to alternative views. 8) Learning from criticism by asking for feedback. 9) Maintaining focus on the future. 10) Building the team through culture, relationships, empowerment and communication.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity within time constraints, and examples of companies that foster innovation like 3M. It also covers developing rough ideas, presenting ideas, dealing with political obstacles, strengthening problem solving skills, and promoting creativity in the workplace through recognition, compensation, and humor. The document uses examples, questions, and graphics to explore various aspects of creative problem solving.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity and time constraints, developing rough ideas, strengthening problem solving skills, and promoting creativity in the workplace. Key points include that both creativity and innovation are necessary for business success, creativity involves generating new ideas with value while innovation creates practical applications, and that failure is an important part of the creative problem solving process.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
Bill Campbell helped to build some of Silicon Valley’s greatest companies including Google, Apple and Intuit. It is written by the former CEO of Google, along with a couple of other Silicon Valley powerhouse leaders who were coached by Bill. Bill’s principles for coaching leaders and teams are brilliantly compiled in this book.
It captures how Bill developed trusting relationships, fostered personal growth, infused courage, emphasized operational excellence and identified simmering tension that inevitably arise in fast moving environments.
This book is a blueprint for forward thinking business leaders and managers that will help them to create higher-performing and faster-moving teams and companies
In Book “How” Dov Seidman explains that the intention of leaders to have their organizations behave well is not enough, and that "blind obedience" to leaders and rules is much less effective in creating a successful organization than one where shared values are internalized and believed by associates who govern their own behavior. Self-governance organizations can respond better than one where rules and commands are viewed as obstacles to be skirted. He argues that technology has allowed individual behavior to affect the contemporary world much more than it has previously, for good or bad.
The book says that companies that earn trust can translate that trust into direct economic benefits, such as more consumer sales or being charged lower interest rates. Through transparency and trust, an organization improves its reputation, which translates into more long-term business
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
The document discusses seven triggers that can capture and maintain attention: sensory clue, framing, disruption, rewards, reputation, mystery, and acknowledgement. It provides examples and descriptions of each trigger. For sensory clue, it discusses using specific colors, sounds, and symbols. Framing is adapting perspectives to focus attention. Disruption violates expectations. Rewards leverage intrinsic and extrinsic motivation. Mystery creates uncertainty until resolved. Acknowledgement fosters deeper connections through validation and understanding. The document also includes potential action items to apply each trigger concept.
Check Jawa is one of Singapore's richest ecosystem. It comprises six major habitats: Mangrove, Coastal Forest, Sandy Beach, Rocky Beach, Seagrass Lagoon and Coral Rubble.
Intriguingly titled "God's Own Design," this book is about two things: 1. Appreciating nature and 2. bathing in wisdom. Primarily a book of stunning, high-resolution photographs of beautiful flowers, plants, landscapes and small creatures (all captured in Singapore's national parks), it also includes carefully curated and timeless quotations on Life, Beauty, Love, Happiness, Wisdom and Wonder. As you flip through its glossy pages, you enjoy a beautiful and relaxing journey through Singapore's national parks while also soaking in the wisdom of some of the greatest people like Confucius, Socrates and Emerson. It's a great book for times when you feel like relaxing and connecting with your inner-self. And it's also a perfect gift for anyone whom you want to be relaxed and happy.
https://wordpress.com/post/godsowndesign.wordpress.com/433
Available on Amazon
https://www.amazon.com/Gods-Own-Design-Photographic-Journey/dp/1785548913
Reliability-centered Maintenance is a maintenance philosophy that includes a systematic approach to determining how to maintain equipment safely and economically. RCM is an invaluable business solution for companies
In situations where equipment failure is inevitable, the structured RCM process will ensure a maintenance strategy that will minimise or eliminate the consequences.
The central problem addressed by the RCM process is how to determine which scheduled maintenance tasks, if any, should be assigned to equipment, and how frequently
We are all aware of Dust hazards such as causing slippery surface and health dust inhalation hazard, however, dust explosion hazard awareness is not adequate. Even if we know about dust explosion but there are many risk factors for dust explosion hazard which are unknown.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
2. Summary
• This book is the story of how one of today’s most influential global
leaders, Ratan Tata, true practitioner of conscious capitalism, inspired
a game changing innovation.
• NANOVATION is a how to on getting people to think big, act bold, and
improve the world in the midst of overwhelming challenges.
• It concludes with eight transferable rules for driving innovation in any
business and teaching people to achieve the possible in what appears
impossible
3. Key Learnings
• The Nano Story :
• Defining Nanovation
• Part Three: Finding What’s
Next!
• Nanovation Begins With Noticing
• Leading Nanovation
• A Culture Of Thinking Big,
• The Nanovation Team
• The Search for Nanovation
• People Ignore Design That Ignores People
• From Silos to Seamless
• A Cause Becomes A Movement
• Start With Less, End Up With More
• No Apology Products
• Return On Innovation
• Leading Through the Crisis
• Moving at the Speed of YES!
• The Eight Rules of Nanovation
1)Get Wired For Nanovation 2) Lead The Revolution
3) Build A Culture of Innovation 4)Question The Unquestionable 5)Look
Beyond Customer Imagination 6)Go To The Intersection Of Trends 7)Solve A
Problem That Matters 8)Risk More, Fail Faster Bounce Back Stronger
4. People ignores design that ignores people
• Dig deep to understand the customer. Innovation starts with
experiencing your customer's experiences. Customer may not be able
to tell you what exactly they want but spend enough time with them
and they will show you what they need. Stretch goal challenge what
you believe about yourself and expand your capacity to innovate.
• Questions:
1. When was last time someone in organisation spent enough time with the
customer to see how they use your product and really understand their
need?
2. When someone uses my product and they identify with my life and work.
3. Stretch goal identify leaders who can influence others without any
authority.
5. Listen, learn, let go and move on.
• Resilience requires optimism, belief that tomorrow will be better. Optimism
requires a leader who believes in you but won’t let you off the hook.
• Have no shame in ideas that don’t work. Learning what doesn’t work is as
important as what does.
• Questions:
1. is your culture seamless cross-functional?
2. Do you routinely gather diverse people to share idea and learn from each other?
3. If you didn’t have a title, anyone follows you?
4. Does your culture reward for trying new thing even that don’t work out?
6. Making a difference while making profit
• When business became a cause, people finds meaning and significance and
bring more of themselves at work. People find courage to think big and act
bold. The focus is making a difference while making profit. Super stars who
thrives in solving big problems opt in. Idea becomes more important than
titles, job description and tenure. People are bonded by a common sense
of outrage and hope for better tomorrow.
• Questions:
1. How bold and daring is your organisation while choosing the problem that it takes
on.
2. Is your company or your project that defines in terms of cause that fight to
liberate world from limiting conditions?
7. Characteristics of a movement
• Consider these characteristics of a movement; Movement is driven by deep seeded desire for
change the world for better. Movement is born from intolerance and intense dissatisfaction with
status quo. It demand self-sacrifice and single-hearted legends. Members of movement did not
know they couldn’t do it. People are sustained by hope for the future. People gain sense of
purpose, confidence and belonging by identifying with the movement. A movement give people
something worth changing for, it inspires commitment instead of compliance.
• Questions:
1. What was the last time you invited your associates for participating in something, which was
unprecedented, transformational and dangerous.
2. Do your associates have direct line of site for the cause?
3. Do they see their contribution support the cause?
4. Have your people been recruited for compelling, noble and heroic cause?
5. Do they poped in or you figure out how to get them buy in?
6. Are your associates doing just a job or are they caught up in movement.
7. Are you breeding commitment or compliance?
8. Do your people bring maniacal focus and missionary crusader zeal to the game?
8. Less is more but only when less is better
• It is about achieving most elegant solution with least amount of effort and
resources. Choosing to see limitation as opportunity instead of liability.
Resisting the temptation to make excuses for lack of innovation. Making
the pursuit of low cost, low-tech solution a badge of honour. Pushing
boundary because the prevailing paradigm will entice you to cry for more.
Avoiding the trap the feature creep and developing discipline to keep it
simple.
• Questions:
1. Do the people in your team choose to see limitation as threat or opportunity?
2. Knowing Limitation can force creativity how would this change your business?
3. What are some limitation that currently stifling innovation.
4. How can you redefine those limitation as opportunity to radically differentiate you from
your competitor
9. Focus on price and quality, not just price
• No apology product come from designer desire to make customer proud. Cheap
does not mean inferior. People are proud, not ashamed to fly southwest airline,
to shop at home depot, Target and drive Nano car. Focus on price and quality, not
just price. Passionately fulfil a need knowing that profit will follow come from
designer who experience the customer pain and pressure point by walking in
their shoes.
• Questions:
1. Have your decision maker lived where your target customers live?
2. Do they truly know what it likes to experience, problem you trying to solve?
3. Have your designer understand the needs and dignity of end users
4. Do your customer aspires to own your product or engage your service the way apple
customer do?
5. Are you in diaper business or baby development business as P& G, Are you in paint and
brush business or the business of helping contractor to be successful as Sherwin William?
10. Keep it simple
• Simplicity elegance and impact are lessons learned from unveiling approve
of concept. Keep it simple, Make it elegant, instead of crowding with text
and PowerPoint bullets, the screen were filled with compelling images. Go
for impact, special effect and dramatic music was used for audiances
attention.
• Questions
The next time you present idea or prototype to room of VIP consider these questions
1. How we will get their attention?
2. How can we make idea the star of the show?
3. Is there a compelling story with which we can unveil the idea?
4. Can we convey the idea in just one slide?
5. Can we use images instead of word to explain our concept?
6. Have we developed counter points for critics concern?
11. Conscious capitalism
Make a difference while making profit by taking in the consideration of following
• Assessment: let the recipient of your Giving activity teach you about what are their
need and want.
• Skin in the game: create dignity and sustainability by encouraging people to
participate in solving their own problem.
• Meaning: Give worker opportunity to personally make a difference to giving activities.
• Collaboration: Partner with the best activist and nongovernmental organization to
cast wider net and have greater impact.
• Transparency: Let people see every aspect of your company’s impact on all of its
stakeholder.
• Core competence: Make giving a way of doing business, make it a criteria for every
strategic initiative and every dollar spent.
12. Focus on bigger picture, the larger cause
Innovation is full of roadblocks and misstep. When things going south, stay focus on
bigger picture, the larger cause. Pick your battle wisely; nothing is worth
compromising the wellbeing of your people. Focus forward on the solution, Casting
blame and ruminating on the problem is wasted energy. Dig dip, you are normally
more capable of coping than you think you are and coping can be contagious. If
after honest debate and good feedback the coach calls a play, which you don’t
agree with, it’s your job to make that play work.
• Questions:
1. A culture of innovation built upon trust and trust is often created or destroyed depending
on how one lead through crisis. When faced with crisis where do you find your leaders, on
the front line, in the trenches, at the point of action or somewhere else?
2. The courage of conviction exemplified in leaders unbending resolve to do what is right give
followers hope and willpower to persevere, how do you measure up in crisis.
13. ‘Yes fast’ culture
12 characteristic of ‘yes fast’ culture?
1. Anticipate and plan for future scenario instead of waiting and reacting.
2. Known for Organizational flexibility instead of rigidity
3. Majors in opportunity led change instead of crisis led change.
4. Ask What if and why not instead of yes but.
5. Redeploy talent where it needed, it choose fast instead of fighting over player.
6. Chooses cross-functional collaborator over trivialism, silo building and turf
protection.
7. Is decisive, it does not procrastinate and pass the buck
8. Has people think and act like owner instead of being complacent and indifferent.
9. Has people who take initiatives not orders
10. Employs people who assumes responsibility for developing new knowledge and new
skill instead of company to offer training.
11. Has leader who trust people to get it done instead of command and control.
12. Establishes a record of constant on going experimentation rather than perfected and
then try it.
14. ‘Yes fast’ culture
• Questions
1. What is your organisation’s dominant default response to new idea, new way of
doing thing and unusual customer request? Yes or no?
2. With Crisis or disruption dictate, the need to move with speed how quick and
agile is your company.
3. When they are faced with adversity and major setback, how much
encouragement and support your leader extend to rest of the organization.
4. When they are faced with doing something they have never done are your
people reticent or willing do what ever it take to learn and adept to move?
5. Is your culture adaptive?
15. Get wired for nanaovation
• There is a new world order a global economy flew by internet shrink the distance
between people from different places. Today 4 billion people around the world have
cell phones and computers, they are connected internet and to the each other via
social network. Do you know what it means, connectivity in real time connection
enable us to communicate more easily connect faster, spread idea quicker, find
solution sooner and bring innovation to market place with unprecedented speed? You
are going to be part of this new world order or you are going to wake up one day and
wonder what happen today.
• Crazy ideas will revolutionise industries, what seems bizarre today could be
tomorrow’s established way of doing it. You can lead that change or you can be swept
along by it. In the end, you have to live with little of both.
• You must let go, right now someone somewhere is creating product or service to
displace yours. It would be better, faster or cheaper it would be more accessible or
easier to use, it will solve a problem or addresses need your customer did not know
they had. Nanovators are hungry for the change because they know that if they do not
let go old product and services and replace them someone else will do it for them.
16. Get wired for nanaovation
• You must be aware of past success, success is never final you have to earn it agin
and again. Each success only keep you in the game. The problem with success is
that it will make you vulnerable to arrogance; inflexibility and complacency
because it dupe you in thinking that have all the answers. If you think you are
smarter than you are, it will be easy close to learning and it will be hard to learning
new possibility. Now not leading yesterday’s headline does not mean you throw
out you already learn from past win, it means you are not going to let successes
limit your thinking about the future.
• Customers are on the move, There want and need are in constant state of flux.
Standstill and they will blow right by you. May be you will be able to catch up may
be you will not. Wouldn’t it better to keep moving to, wouldn’t it better to play
critical role in shaping their expectations.
• Questions
1. Do you make change happen through you, or do you just let it happen to you?
2. Is your organisation changing faster than industry?
3. Are you changing faster than your organisation?
4. Think about majority of major changes in your organisation, have they been
opportunity led or crisis driven?
17. Compelling story
• What is your story, so, you got a great idea, before pitching to board,
investor, CEO, suppliers or media, ask your team, do we have compelling
story that will make this idea stand out then consider these questions.
1. Will our story get people’s attention?
2. Is it simple, will they understand it?
3. Will they remember it?
4. Does it paint a picture and they can see themselves in?
5. Does it engage them emotionally?
6. Will they care about it?
7. Does it stick
8. Is it worth repeating?
18. Compelling story
• Questions:
1. One way you know that nanovation is become a permanent part of your
cultural DNA, is there constant buzz and excitement about people are
working on cool thing. Spirit of hopefulness prevail the place, Whether it is
on shop floor, on cafeteria or at executive’s room what stories do people
tell, Are they talking about next big thing, new idea for the group is working
on, or new marketing /advertising campaign that people cannot wait for
you to see?
2. Are people talking about latest blockbuster product that sending
shockwave throughout the industry?
3. Are they talking about in the way your latest innovation change customer
life or transform the other one works?
4. Or stories about making quarterly numbers, coping with new regulations,
raising productivity and having better execution or are that any other story
being told?
19. Creative Ideas for nanovation
• When are you most creative, think back to some of your best idea or most
creative ideas that have come to someone you know? When you got the idea,
where were you? What were you doing? Who were you with? The answer to
these questions will help you to identify how and when creative idea comes to
you. They also might need you to finding and creating environment that is
conducive to nanovation.
• Create a board of nanovation advisers invite five energise, desperate destructive
and unpredictable people to join your board of adviser. Find five diverse people,
weirder the better from outside your company, outside your industry and outside
dominant gender and generation make up your associates. Ask them to
participate in forum virtual or face to face , it doesn’t matter. Design to look at
your business model, products and services for their unique perspectives. The
mission is for them to ask questions and challenge you to think like a outsider. For
example What would we be doing differently, if we operate our business in your
industry?
20. Creative Ideas for nanovation
• Questions
1. What taken for granted assumption drive your organisation?
2. What do people in your industry believe absolutely impossible?
3. What is politically incorrect question in your organisation?
4. How would you define incumbent mentality in your company?
5. What if , challenge set aside a day three times a year, get away from office
and have what if session with your team. Get as many idea out on the table
and then choose 2 or 3 to explore further. What if we do not have
hierarchy, no bosses, What if associates decide what they would work on,
What if we make all meeting voluntary, What if all meeting we conduct
standing up? What if we went on voice over IP to everything over IP.
21. Help Customer to find What they want
• Are you waiting for customer to tell you what they want? If you are you might already be
behind and force to play catch up to someone else is making the rule. Here you should
listen to your customer but not taking their feedback as sacrament. Customer do not
always know what is possible in your industry. Customer are not always aware about
your future capabilities. When new product displaced the one they just bought,
customer are not always in right frame of mind to help you think futuristically. Ask those
customers what they want and they will tell you they want same only a little better
which tend you to be iterative and incremental instead of transformational.
• Questions
1. When was the last time you lived with your customer like Girish spent time with small
villager to find out what they wanted in small truck, Like bill jonick watching over 1200
cardiac surgery.
2. How is the mentality of “either or” hinder your organization from being more innovative?
3. What it would look like if you side step “either or” thinking and embrace “And” Real
affordable car and you are proud to own.
22. Next practices
• Opportunities exist in the white space where trends converge. If you pursue only
best practices, the best you will ever get is to be good number two. Breakthrough
innovations come from thinking about next practices.
• Questions
1. What trends reshaping the world in which you live?
2. Where do these trends intersect?
3. Do any of these trends or combinations of trends have the potential to disrupt your business?
Do they signal room for new product, service, or business model?
4. How do you become or stay relevant to customer who are already living these trends out loud?
What are the implication for the way you market to connect with these customers?
5. Are you in touch? Are you connected to the sources of information (report, Web, magazine,
journals, blog etc.) that will help you to identify future trends and the next big thing?
6. What if the best practice in a completely unrelated field became the new next practice in your
industry?
7. What if your company had a portfolio of next practices?
23. Lesson Learned from Failed Innovations
Consider these lessons learned from experiences of Segway, Webvan and Iridium
founders:
• Know the real problem you are trying to solve. Think about the underlying
interest of the people who would buy your product. What are they really trying to
accomplish? Are they buying a hammer, or they buying a wood deck overlooking
a gorgeous canyon? Do they want to know the weather conditions or they what
they should wear today? Are they buying a car or symbol of freedom, safety and
status?
• Double-check the assumption upon which your business case rests. Before you
launch a marvellous technological achievement, ask, how do we make money on
it? Is the value proposition clear and irrefutable? Don’t let the glamor or sexy
technology blind you from a weak business model. The Nano certainly doesn’t
have the stigma of sexy technology, but it isn’t design challenged like the Iridium,
and it is being launched in one of the fastest-growing car markets in the world.
• Do the trend still hold true- particularly if you have long product development
cycle? In Iridium’s case the trends shifted dramatically, but the company failed to
adept.
24. Lesson Learned from Failed Innovations
• Is your product or service compelling enough for the consumer to change their
behavious?
• Webvan thought people would gladly change their grocery-buying behaviour-
they didn’t. There is no question that global economic crisis has intensified frugal
consumer buying behaviours. This will serve the Nano well, what percentage of
approaching 18-million two-wheeler market can Nano convert? Can you build at
price for critical mass? Segway and Iridium establish price point only elite can
afford when the market have cheaper alternatives.
• Questions:
1. Does your product or service can solve a significant problem and serve the world in
important way? Or is it result of your fascination with cool technology?
2. Have you really nailed it in term of defining the problem you are trying to solve?
25. Redefine Failure
• Tata motor created environment where team Nano never had to fear
failure. It gave everyone freedom to think openly, take risk and leverage
creativity. Failure can become your one of company’s strategic weapon
when viewed as opportunity to learn faster instead of punishable offence.
The TATA group has dare to try award, and BMW has creative error of the
month award. These high profile awards are design to redefine failure and
remove stigma from taking risk. Here are few suggestion for stepping
through fear when you faced with taking a risk.
• Stay focus on bigger yes, the cause for which you fight. Remember that you were
never know what you are capable of unless you push the boundaries and test the
limit what you think you can achieve.
• Do not wait for guarantees, there are no guarantees.
• Rethink what it mean to fail, failure build resilience, exposes blind spot, broaden your
perspective and move you closer to solution.
• Stop getting ready and make something happen now.
26. Redefine Failure
• Questions
1. When was last time you rewarded someone for intelligent failure?
2. When was last time you challenge someone to think bigger?
3. How many people in your organisation playing it safe right now and
working on something right now which 5 year from now no one will care?
27. Nanovation effect
• The nanovation effect, movement of innovator asking how we can do in our
industry what TATA has done in their industry. How can we reduce our product,
service cost by an order of magnitude, and still deliver most of the desired
performance. Imagine a prosthetic knee for $20, Portable ultrasound device for
less than $10000, a Morden apartment that cost just $8000.
• Questions
1. Pull your most creative thinkers together who have pulse on the industry then ask among
our competitor who is most likely to create next example of nanovation, how will that
change our business?
2. What company is out there lurking ready to sell our product at 1/100th of our price?
3. What opportunity exist for reverse innovation?
4. How can you use simplicity to reduce cost, increase speed and improve service?
5. What seemingly intractable problems exist in your industry. Outside your industry? Do you
have capability to connect the dot and use it to use two problems to solve each other?
6. What would happen if you engage your supplier in stretch project that intern enble them
to offer more value to their other customers?