How does Google do it? I just finished reading How Google Works, a tell all book by Eric Schmidt’s and Jonathan Rosenberg about their experience working at the innovation powerhouse. It’s a quick read, and much of the material covered, such as how Google manages, makes decisions, innovates and hires, have been well covered in […]
Excellence is contagious. A business is only as strong as its people, which is why it’s so crucial to hire the right ones. A recent experience triggered this post, one that comes up all the time in the world of entrepreneurship and innovation: how to maintain a culture of excellence. In my experience, it all […]
Want to think what nobody has ever thought? Easy, question assumptions. There comes a moment in time where everyone agrees with everybody about pretty much everything. For any sized organization that are focused on creating a culture of relentless innovation, hardened dogma is an innovation obstacle they must overcome.
A couple of weeks ago I asked if corporates really want to innovate like startups. One of the obstacles corporates have towards innovating like startups is overcoming their myopic view of competition: me-too-ism.
Want game-changing ideas and execution? Hire misfits, weirdos, black sheep, difficult people who don’t fit into traditional roles because they are just brilliant. This isn’t a new idea, but when CEO’s say they want innovation, they don’t walk the talk by themselves; nor does human resources. Corporations aren’t recruiting enough weirdos:
Quick, make a list of the biggest and boldest projects in your company. How many make you uncomfortable? If none of them hit you in the gut and make you gasp for air, then you have a serious issue on your hands. Here’s why “being uncomfortable” is a good sign that you are on the […]
Be wary of anyone who believes the trad'l org pyramid will be an effective form of human organization in the future–'cause they're wrong. — Gary Hamel (@profhamel) August 6, 2014 One of the best articles I’ve read about culture and innovation is from HBR: First, fire all the managers. Written by Gary Hamel, it’s a […]