Yesterday I gave a talk to Foxconn employees and Directors about culture and how it drives innovation. A good way to frame culture is like this: what you reward and what you punish.
With that said, turn your attention to the following tweet:
Every Business Manager asks itself the same key strategic question about how to approach innovation: what do I do?
Having gone through the experience of having to figure out an answer to that question Greg Satell, the author of the very popular blog Digital Tonto, wrote his new book Mapping Innovation: A Playbook for Navigating a Disruptive Age to help Managers do the same. …
Empathy, collaboration, creativity, leadership are future-proof skills everyone needs to have; which are in short supply. So, how do we embrace, develop and put these skills to work in a world where collaboration is an imperative?
We can begin by setting expectations about ourselves, clarifying our intentions and being accountable. How?…
New challenges require new approaches. All organizations have new challenges on the table all the time, but most are not equipped to come up with new approaches to conquer them because they can’t think and act differently.
This is a specialization challenge.
As a rule of thumb, your business needs more generalists than specialists if it wants to innovate. Don’t get me wrong, specialists are valuable. But Generalists are the innovators, the ones who are most capable of dealing with complexity; the ones that connect that dots.
Yesterday I joined Innochat to chat about T-Shaped people and culture for collaborative innovation (see transcript). I’ve written quite a lot about Generalists (here, here, here, here, here, here, here, here), so I won’t touch on here the well known factors about being a Generalist, hiring and managing.
Instead, I’ll touch on the challenges……