Found these old videos from an ABC special in 1999 about the ‘innovation culture’ at IDEO that still holds relevance today. Enjoy!
Found these old videos from an ABC special in 1999 about the ‘innovation culture’ at IDEO that still holds relevance today. Enjoy!
“Everything can be taken from a man but one thing: the last of human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.” – Viktor Frankl
A big part of strategy making, is differentiating your business from others. Being able to help people notice what’s different between your product or service and mine.
In the beginning of the movie Dark Night, when Batman has just fought off Scarecrow and a group of Batman wannabes, an interesting conversation takes place:…
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We can draw many lessons from the world of sports onto business, I was watching a feature video on ESPN on Phoenix Suns point guard Steve Nash on a Point Guard’s Vision and couldn’t help but see the correlation between vision in sports and in business. In business there’s talk of the need of having a vision or a BIG idea behind and organization’s direction, but there’s also the real-time vision a leader needs to possess to make sense of things in a rapidly changing world and make a right decision.
Just like an NBA point guard is defined by how well he runs his offense and assist his teammates to a position where they have the advantage, a business leader is judged by the strategic decisions he makes to position his company so it’s business strategy gives it an advantage.
Strategy is all about making choices and in a rapid changing world the ability to see the play develop (Observe), read the defense (Orient), seeing the gap (Decide) and exploit it (Act) by making the perfect pass is of vital importance.
See a pattern there? The OODA loop.
On the fly, improvisational, rapid strategy development and Steve Nash knows all about it. The OODA is not going to work all the time, it’s a tool to assist in learning about an environment and making decisions, it doesn’t make visions come true but it’s better that relying on a static plan of action in a dynamic world.
The lesson is: As business leaders we must develop real-time vision to strategize on the fly and create order out of chaos.
As leaders we have to be able to paint a picture in people’s minds, shape the future and to bring it to the present.
I was at a recent New Leadership workshop with a client down in Mexico and one of the exercises is what we call a dream-o-graph, where people grab pictures from a magazine that make up whatever their dream is. They then have to paste those pictures on a whiteboard and then share their dream with everyone.
It turns out this was an interesting exercise because most people would break into tears, get goose bumps or have a hard time holding their emotions.
It was an incredible and humbling experience.…
According to Phil Koos, by being aware of changing consumer needs innovation can be predicted.
Great innovation builds on what comes before it and does not require people to make radical changes in beliefs or behavior. What often looks like breakthrough innovation is actually a small advance or twist on an established idea. That the change is evolutionary, however, doesn’t keep its impact from being revolutionary. Monitoring market evolution across the globe over time reveals patterns consistent across categories and markets. Consumer needs evolve in predictable ways. There are waves of successful mass-market innovation that mirror a natural evolution in consumer needs.
(Dumb Little Man)
(Think One Step Ahead)
Innovation is difficult to do. There are numerous books out there about innovation that teach you a certain aspect on how to innovate yet are clearly written for experts.
Richard Watson put together a well written comprehensive article about innovation that any person can understand. Read it, share it with your team, discuss it and accept that if you want to create anything new you’re bound to fail more than a few times.
There is no magic formula!
(Fast Company)
(Blogging Innovation)
The authors of a recent article from the Harvard Business Review analyzed a couple of study’s to find out why leaders fail.
As noted from the authors:
In one, we collected 360-degree feedback data on more than 450 Fortune 500 executives and then teased out the common characteristics of the 31 who were fired over the next three years. In the second, we analyzed 360-degree feedback data from more than 11,000 leaders and identified the 10% who were considered least effective.…