Tag Archives: Innovation

Risk-takers, Originals and all of us

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“The last time you had an original idea, what did you do with it?” Adam Grant

Originals QuoteWe’re still using yesterday’s models and hoping they will solve tomorrow’s challenges. That’s not impossible, but it will become increasingly unrewarding. The impending World Economic Forum’s Fourth Industrial Revolution will radically shift life as we know it. Technology will be at the core of most work, whatever form work will take. Digital transformation will make way for digital sustainability, and innovation hubs and heroes will only take you part of the way. End states and narrow, short-term profits are yesterday’s goals.

Yet some see and create worlds of opportunity amidst this rapid ‘chaos’. We assume these people are innately creative, natural-born natural leaders, or that people who have a larger purpose and impact in the world are ‘rare’. We ask what’s in their DNA so that we can identify with them, or we ask where we can find them, and how we can work with them to release our strategic visions and intent. We also ask “can we grow and develop them?”

Let’s ventilate this topic with fresh thinking. We are coming to learn that great creators aren’t necessarily ones with the most outlandish ideas, or the deepest expertise, but also those activating the broadest perspectives, acting at the right time, with the right people around them.

We have a picture of more radical risk-takers and innovators, called game changers, from 2015 research. And we understand more about the composition of the team that drives game changing outputs. Now we also know, thanks to Adam Grant’s work ‘Originals’, that not all originality requires extreme risk taking. “I want to persuade you”, he says, “that originals are actually far more ordinary than we realise.” Grant defines originals as people who take the road less traveled, championing novel ideas that go against the grain but ultimately make things better.

Why should this be significant? Because all of us can learn to be Originals.

There is a growing body of evidence to suggest many entrepreneurs are just ‘ordinary’, with the same fears and the same doubts as all of us. The best entrepreneurs, says Linda Rottenberg, are not risk maximisers. They take the risk out of risk taking.  They don’t like risk any more than the rest of us. They take calculated and measured risks, balancing their portfolios. Rottenberg is CEO of Endeavour, and has spent decades training many of the worlds great entrepreneurs. She is known as “la chica loca” (the crazy girl) for insisting that entrepreneurs existed not just in Silicon Valley but also in emerging markets around the world. Even when extreme risks are taken in one area, it seems they are balanced with caution in another.

Those who champion originality, rather than conformity, move us forward. And they are not so different from most us of us, says Grant. They appear bold and confident on the outside, but inside, they are also afraid of risk and avoid it. Originals start by questioning default positions, and then take calculated risks. All of us can learn to be Originals. As Sheryl Sandberg notes in her Forward to the book:

“… any one of us can champion ideas that improve the world around us.”

Crossing the Chasm: From Innovation Hub or Hero To Innovation as Usual – How do we get it right? was the focus session delivered at the recent 2017 Talent Talks Africa Conference.

What is your company’s Mindset Orientation?

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Even a giant can streamline, increase speed and encourage innovation. 

General Electric (GE) has done this through making lean startup part of the mindset and the culture at the organisation, using a programme called FastWorks.

Leader of GE Culture and co-founder of GE FastWorks, Janice Sempe:

“We had a culture of being addicted to being right, … we had a culture of perfection. We didn’t know how to partner with our customers and see their problems from their perspective.” “We had to train our leaders to lead in a different way. We had to get them to ask questions in place of provide answers.”

Often our focus is on activity, or getting things done. If we shift the focus from customer requirements confusion to customer validation, to building a minimum viable product and then pivoting, to learning as we go along, we get better product to market more quickly. In place of having thinly spread teams, GE builds dedicated teams. These teams are fast, and focused. Using FastWorks, GE has successfully introduced lean startup principles in a non-tech environment, and in a highly regulated industry.

Based on the lean startup methodology principles of Eric Ries, creator of the Lean Startup methodology, FastWorks is essentially a set of tools and practices designed to build better products for customers, more quickly. There are 100s of FastWorks programmes across GE. FastWorks decreases the cycle time for product development. GE uses it to get closer to customers, to encourage innovation, increase speed to market, improve chances of success, and, generally, to make it easier to get things done.

Sempe shares the challenges and tangible successes that GE has driven through creating a culture of experimentation in the podcast interview How An Enterprise Makes Lean Startup Part of The Mindset And Culture. These kinds of successes she notes are about a lot more than training. You have to think more broadly about your organisations ability, in terms of its behaviours and cultures, to support the application of a lean startup approach. This is more than giving permission to fail, it is asking the questions: What new skills are needed and can be developed? Will new behaviours required be rewarded? How will our performance management system support this? What are the new expectations we have of employees?

At GE, 5 new belief statements were introduced. They wanted to think about failure in a different way, and to reframe barriers, giving permission for people to accept and adopt new ways of thinking and acting. Not meeting an outcome is a great way of getting to a better solution. You learn as you go along. The bold GE statements are:

  1. Customers determine our success
  2. Stay lean to go fast
  3. Learn and adapt to win
  4. Empower and inspire each other
  5. Deliver results in an uncertain world.

The GE performance management system has also been reworked, from a linear process of setting and measuring goals at the start and end of each year, to an on-going process that encourages asking the right questions. It allows for adaption. Employees are expected to experiment and pivot based on what they are learning from their customers.

It would be naïve to think that an organisational change like this is easy. Sempe says they are learning as they go, and she admits that it is hard. There has been considerable commitment to the programme. In the first year of implementation, Ries trained around 1000 GE executives on Lean Startup. There are also numerous coaches in the organization. But the results are tangible. Sempe offers two proof points in her interview:

  1. A new product (an engine) getting to market 2 years ahead of competitors with significant cost savings to the company, positioned very well with customers as a result, by using FastWorks principles;
  2. An efficient low cost energy solution for their power and water business, development costs were reduced by 60% by using the principles of FastWorks.

Define your company's mindset orentation

The Singularity Hub describe FastWorks as part of the company’s Mindset Orientation, or MO, one of 8 principles for leaders to make the most of the exponential age. It is worth reading the article to find out what the other 7 are.

What is your organization’s mindset orientation? What commitment is there to learning and adapting faster than the change that’s happening around you?

 

Exponential organisations #future #business #innovation

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exponential-organisationsfuture-business-innovationIf your resources are scarce and come at a premium, you can aim to control as many stages of production as possible. You can do this through vertical integration. Vertical integration is when businesses at different stages of production merge to control more than one stage of the supply chain. Think about iron miners and steel factories, a farm and a grocery store, and a large supermarket with it’s own brands. In the last example, ownership of manufacturing, distribution and retail provide opportunities to offer products at competitive prices. There are distinct benefits associated with being able to control access to inputs, and to control the cost, quality and delivery times of those inputs.

But times are changing. According to Techcrunch, the pace of technological advancement is rendering vertically integrated organisations practically obsolete.

Whereas historically firms have vertically integrated in order to control access to scarce physical resources, modern firms are internally and externally disaggregated, participating in a variety of alliances and joint ventures and outsourcing even those activities normally regarded as core. – McKinsey and Co.

Small teams can realize the feats of what was previously the preserve of larger giants, more quickly, and effectively. They bring agility and leaness. And a fundamental shift is what Techcrunch describe as an orientation towards plenty, in pace of dearth. The governing principle of scarcity is being challenged by an abundance mindset. At 33 Emeralds we’ve been talking about an abundance mindset for some time on a personal level, and working with individuals to re-orientate from being ‘hassled by change and disruption’, and, ‘not very good with tech’ to understanding that with all this change comes opportunity like we’ve never seen or experienced it before. Getting our heads around a glass over-flowing (rather than a half empty), is a necessary choice you make for your own future.

From an organization perspective, exponential organisations are set up to leverage abundance. Their low organizational demands are inversely proportional to huge business potential. They design for rapid and effortless growth. AirBnB, for example, leverages an abundance of real estate. Watch this 7-minute clip on Exponential Organisations by Salim Ismail if you’re curious about the exponential organization.

Exponential organisations, says Ismail, are designed for the digital business economy. And they’re the ones most likely to survive longer term.

Disrupt yourself

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disrupt-yourself

The best way to predict the future is to create it. – Peter Drucker.

Looking at what the future holds should be like looking at we want to create. As Vala Afshar notes, companies do not disrupt, people do.

One drives innovation and disruption in the organisation through driving personal disruption. And according to Whitney Johnson, a leading thinker on driving corporate innovation through personal disruption, the S curve developed in the early 60’s beautifully architects a map for personal disruption. To reach mastery, we must find ways to course along that S-curve journey.

“At first when we try something new the progress is slow, but as we hit the steep part of the curve, the fun begins…. With learning, progress doesn’t follow a straight line.”

Johnson’s 7 variables to reach mastery along the S curve resonate powerfully. Here they are:

  1. Take the right risks: starting something new is risky. Position yourself to play where no one else is playing (Read more on Blue Ocean Strategy if you are not familiar with the thinking).
  2. Play to your distinctive strengths: disruptors look for unmet needs, and match those with their strengths. (Take a look at the GC Index with it’s key 5 roles for Game Changing outputs. This Index measures proclivity, or how we like to contribute in role and at work, is strengths-based, and develops influence and impact).
  3. Embrace constant constraints: see things differently. ‘Constraints aren’t a check on our freedom, but rather a valuable tool of creation.’ (Read Why Breakout Growth Requires Us To Break Good Habits by A Beautiful Constraint)
  4. Battle entitlement: ‘entitlement will stifle innovation at all levels’, says Johnson. If you believe the world owes you, your S curve journey will be slow and even stunted. Give more than you take. No one really likes people who feel they are entitled to things.
  5. Step back to grow: be adaptable and curious. Sometimes that means recalibrating your metrics, and moving what feels like sideways, back or down. To disrupt you may need to redefine success.
  6. Give failure its due: get on your own S curve. Expect to fail. It is not a referendum on you. Learn. Make original mistakes. To disrupt you must walk into the unknown, and that is risky. Winners quit all the time, they quit the right stuff at the right time. – Seth Godin
  7. Be discovery driven: you can’t see the top of the curve from the bottom. Explore. Be curious. Search yet-to-be-defined places.

Think differently – do differently #FutureWork

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think-differently-do-differentlyI have taken to including a short Think Differently session in my workshops with clients. It consists of riddles and brainteasers designed to engage, amuse and challenge. There are small prizes for those who can solve the riddles and teasers, and more prizes for those who are creative with their answers. Some come away bristling with satisfaction, others are annoyed. They are all entertained and stretched. And that’s the point of the session – to leave for a moment our groomed intention to find and offer a right answer, and instead to follow our own curiosity and find a different answer, our own answer. I want to inject an appetite for that, because it’s going to become more essential that we can think, and do, differently.

Think differently, see things differently, get to a place where you can actually do things differently, and you’re more likely to end up in the Blue Ocean.

“Creating blue oceans builds brands. So powerful is blue ocean strategy, in fact, that a blue ocean strategic move can create brand equity that lasts for decades.” – W. Chan Kim, Professor of Strategy and Management at INSEAD and Co-director of the INSEAD Blue Ocean Strategy Institute.

Here is a summary of Blue Ocean Strategy if you are not familiar with the thinking, Blue Ocean Strategy: Creating your own market, and an early Harvard Business Review write-up about it: Blue Ocean Strategy.

But here is the challenge. We’re not set up to think differently, and it is risky to do so. People who think and do differently can get hurt in organisations. In one large FS organisation it was simply understood that no items got a ‘red’ on the traffic light reporting system for a large project. That meant failing. And then everyone else could see you/your team/your unit were failing. The reporting didn’t reflect real progress, and surface real risks that could be mitigated for, it was about ensuring that you were not seen to be failing. How would sticking your neck out in this environment work, when time and budgets are the prize winners?

Take a look at the Millennial Disruption Index, a US study, but insights worth heeding globally: banks – your future customers would rather visit the dentist than listen to what you have to say. 73% would be more excited about a new offering in financial services from Google, Amazon, Apple, PayPal or Square than from their own nationwide bank. Nearly half the respondents in this study are counting on tech start-ups to overhaul the way banks work. They believe innovation will come from outside the industry. Given some of my own banking experiences, from the inside and as customer, I have to agree.

Establishing satellite innovation labs, or hubs, or hobnobbing with fintech start-ups seems like a very small piece of the puzzle you need to think differently about. I’d be inclined to shine the lens a little more on the motherships, the large institutions lumbering on with unwritten but carefully obeyed rules about status reports. I’d have a very frank conversation about “the way things get done around here”. That statement is another way of describing the real organisation values. On the end of that statement you could put “To Succeed”, or even “To Survive”.

The right-answer approach, and right-first-time, has been the bedrock of the ideally operationally efficient and nimble organisations we have been ruling over for years. This one-right-answer, time-and-budgets approach, often seeded in what worked in the past, seems to be a chain tightening around the necks of corporates who continue to mildly heed the imperative of establishing environments at work where it is safe to look for and experiment with different answers that might work. Or might not.

Our organisations are set up for traditional high potentials who are typically good at strategy and implementation, and understanding of incremental innovation or what we call polishing. We lay out ladders for these traditional leaders to climb, if they prove they have the right answers and the top-down, sealed-up script to implement them.

But how the world is changing – it is networked, participatory, choice-laden and unpredictable. Here today, disrupted tomorrow. How refreshing. Think Uber, AirBnB and all the other over-used examples. We need a wider range of roles, and appetites, to refresh our future.

Peter Druckers’ words seemed so outlandish at first, but feel perhaps less so now:

“Every organisation must prepare for the abandonment of everything it does”.  

Playing in a nimble and efficient space may be risker, it seems, than actually sticking your neck out. Because over time you will be out-disrupted. But what courage it takes to think and do differently in the environments we create and reinforce at work.

Grow and support appetites for thinking and doing differently. Get your head around new roles, like Game Changers, Play Makers and Polishers. If not for your organisation, then at least for your longer-term self.

 

What is your remarkable? Are you selling it?

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In 1991, Douglas Edwards became Google’s first brand manager. The company was barely a year old and Edwards was employee number 59. For his interview, Google co-founder Sergey Brin turned up wearing a T-shirt, gym shorts and in-line skates. He asked Edwards to answer his famous challenge.    After five minutes to think, I want you to explain something complicated to me that I do not already know.   If the candidate wasn’t the right fit, at least it could be an hour of insight gained, airing, absorbing and debating new opinions. Edwards passed the challenge. He was invited for sushi with the team after the interview.

A few weeks after joining, Brin suggested:

“Why don’t we take the marketing budget and use it to inoculate Chechen refugees against cholera. It will help our brand awareness, and we’ll get more new people to use Google.”

At the time Edwards thought this to be a bold and revolutionary approach (a little crazy perhaps?) to growing market share. But as he explains in this excerpt from his book I’m feeling lucky – the confessions of Google employee number 59, a little while later he agreed that saving lives was probably a better use of budget than running ads, which just annoyed people to no effect.

 

The idea of ads annoying people to no effect is one Seth Godin speaks widely to. The end of the TV-Industrial Complex has not resulted in the end of Television Thinking. Television thinking is trying to reach everyone by any means any time with your message. It was based on the principle of interruption, interrupt your audience and grab their attention, bombard them with a message.

The alternative to this thinking is permission marketing, defined as the privilege of delivering anticipated, personal and relevant messages to people who actually want them. And to get this right we must create and sell things that are remarkable, not only because the other options are boring but because they will be unsuccessful, no matter what anyone tells you.

Seth Godin issues an energetic plea for originality, passion, guts and daring.What is your remarkable-

‘Today, the one sure way to fail is to be boring (or annoying)…make a difference at your company by helping create products and services that are worth marketing in the first place…’

I agree.

Edwards says he quit the advertising agencies he worked for before Google because he didn’t like the idea that he might have to sell something he didn’t believe in. At Google there was a headlong rush to reshape the world in a generation, accompanied by impatience with those not quick enough to grasp the obvious truth of Google’s vision.

Remarkable.

What’s your remarkable? Are you selling it?

Tell me about the last time you failed

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On the whole, expect to fail. Do it quickly. Learn. Move on. Perhaps even to something different. That’s the new formula. And it makes sense to have new formulas in light of the fact that the business models we used yesterday no longer seem to produce the results we need for tomorrow. The rules of the game have changed. And it happened while we were sleeping. It’s called the World After Midnight (WAM).

“Most of us spend our lives acting rationally in response to a world we recognise and understand but which no longer exists.” Eddie Obeng on the WAM

 

Smart FailureThis new formula for success goes by the name of rapid fire, rapid fail. Obeng calls it Smart Failure. Failing fast and often is the best approach and the key to success in many areas of business, says a Mu Sigma Report (a decision and analytics firm). Take it from the software industry, and as an approach echoed by engineers working in the pharmaceuticals, material sciences and automotive industries. To develop a successful product, try out many ideas through successive experimentations. Technology can enable that. Then learn from each small failure, so that your end product is better. Failure isn’t bad for business, it leads to something else happening.

‘When you view building a business as a series of experiments, you start to see failure as an inevitable step in the process.” Andrew Filev, CEO and founder of Wrike, a software firm in Mountain View, California.

But can we widen this approach to other working contexts? Are we ready to fail? And are customers and brands ready for that too?

In business we have spent a lot of time trying to reach ‘perfect first time.’ For years we have aimed to refine and control, to measure and predict, to reduce margin for error, streamline. We have thoroughly believed and put full effort into making our work, outputs and our futures more knowable, comfortable and sure.

Yet rapid change and technological evolution (which we all drive) is painting a future quite different from this. We can’t predict with too much accuracy. Now our task is to accept that and to learn to work with iterations of a future. We have to be committed to the experiment without being sure of success at the end, or what exactly the success might be. We need to be able to try something new that nobody has done, and get it wrong. We haven’t let go to that quite yet. We ask people to be creative and innovative, but in our organisations we still have a relatively poor tolerance for getting it wrong. We see it and often feel it as incompetence.

When we do start to let go, it will show in the people we look for – we’ll want people who know how to fail and can learn from it. In interviews, we’ll ask: “Tell me about the last time you failed?” or “How often do you fail?” At regular meetings we might ask “What are you learning from your failures?” or “How many failures have you had so far?” We might even ask future employers: “How does your organisation fail?”

Sound far-fetched? Maybe it’s the language we’re using. It seems somewhat black and white for the complexity of our world.

Some worldview adjustments on failure will emerge over time. Failing may just become smart.

Are you ready for a game-changing future?

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Our desire to attract and recruit Game Changers is increasing.

That’s because they can use the chaos of rapid change and advancement to fuel organisation competitiveness and success. Game Changers drive innovation. We need innovation to survive. But recruiting Game Changers is just one of the steps to a future-fit organisation and not necessarily the first. Few organisations are ready for the Game Changers they seek, or have within their midst.

Game Changer

Game Changers are people who accelerate evolution at every level. They have this ingenious ability to see round corners and to spot hidden or less than obvious opportunity. Their openness to new ideas and willingness to take risks combined with a high drive to initiate change means they can upend organisations, industries and markets. And they do, because they are typically obsessive about turning their ideas into reality. However it is actually quite common for Game Changers to leave large organisations. Why is this?

To understand more about Game Changers, business insight and talent consultancy eg.1 carried out research and produced this report “The DNA of a Game Changer.” Their work sheds a lot of light on a much-needed group of talent with the potential to change landscapes for those around them. Game Changers are described as needing space and latitude to be creative and to demonstrate their value to the business. Their obsessive imagination and relentless focus on making their ideas real is what we seek yet it also means they can come across as demanding, uncompromising and impatient. They can alienate others and appear disruptive. Frustration can drive Game Changers to seek fulfilment away from the structures that limit them – slow moving, hierarchical and risk-averse organisations.

If we want Game Changers and the successes they drive in our organisations, we need to ensure they are championed by an individual who is senior or has influence within the organisation. We also need to get comfortable with allowing them the freedom they crave to make decisions as well as give them permission to take some risk (and fail). How many of us do this already on a day-to-day basis?

And it doesn’t stop there. Even solo Game Changers or innovation heroes will not produce the competitive edge we need for what lies ahead. We need to think about the collection of individuals who, together, can accelerate evolution at every level. These are not collections of Game Changers, or Game Changers and their minions. There are other roles that help to secure game changing results. The four additional roles identified in the eg.1 work for truly game-changing teams are Play Makers, Strategists, Polishers and Implementers.

Nathan Ott (CEO of eg.1) and Dr John Mervyn-Smith (Chief Psychologist of eg.1), in collaboration with Dr Adrian Furnham (University College London) have designed a way to identify these role players. It is called the GC Index and it is a completely online tool that assesses real and potential contribution of individuals to a company, role or project. It challenges traditional methods – in place of measuring personality type, skills or leadership qualities, it focuses on output. That’s a welcome distinction. The eg.1 work turns a corner in the way we approach the future.

Are you ready to change the game?

For more information about the GC Index and how it can be used in your organisation, drop us a mail. We are accredited to administer the tool and to deliver personalised feedback.

 

 

Are you in good shape? #futureskills #futurethinking

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We are gradually phasing into a digital world, one that is starting to look and feel very different. And yet in our organisations, we still focus so much on what we have been used to in the past. We look for and build more traditional leadership and management skills.  Our HIPO’s (high potentials) are typically good at strategy and implementation. And we reward them for climbing a ladder to larger budgets and bigger teams. But will these HIPOs prepare us adequately for what’s ahead?

IMG_2651

 

‘We can no longer predict the future with any accuracy, but we can build ourselves to flourish there.’

 

 

Do you still think you can predict and control what happens tomorrow? Is your strategy to hang on to what you have, to keep doing what you do better than anyone else, to avoid out-disruption through your excellence, tweaking bits at the sides with a new product or service?  That is not likely to be enough.

What never seemed possible is now reality. New technologies, ways of living, consuming, working and interacting emerge all the time. We need people in our organisations who think and see things differently, who drive new frontiers, who believe in their ideas and pursue them, who take risks. What we offer (like the corporate ladder) may no longer be attractive for the people we need most, if it ever was.

Embracing and leveraging a future that looks little like today is held somewhere in the way you think. Vast and constant change presents a steady flow of new opportunity. Our mindset and the way we view the world, and the skills we build to thrive within it, are critical enablers to unlock that. But they are so often overlooked as we debate the differences between management and leadership, fight over technical expertise, and insist on ways of working that simply do not yield the outputs we need.

How about shaping a future that changes the game? How about refreshing the lens on the people you need, how you attract them, and the ways of working that make this all possible?

It is likely that the outputs and skills we need most will be in short supply tomorrow, exactly because many people and organisations are just ‘hanging on’, being buttressed by change and disruption.

Your appetite to explore and develop the skills you’ll need for tomorrow will become a competitive lever for you. Proactively and positively crafting your own future using new technologies will become essential.

At 33 Emeralds we challenge you to think about how you are going to fare in a world that is uncertain and unpredictable. We have worked with many individuals in organisations, as well as game changers who have left corporate life to shape their own craft. We believe in a business case, offer simple insight, and assess appetite for risk and change. We form intelligent strategy and define approach to fit current realities, allowing you to experiment, build your own savvy, and execute on whatever it is you have lined up.

Are you in good shape for tomorrow?

It is our belief that focusing on predicting the future will leave us short. Instead, we should aim to build ourselves for it. And then approach it with glee.

If there is nothing that excites you about your future, perhaps you should give us a call.

What can you see? Innovation for life

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Jamie Lawrence speaks about the real power of a growth mindset on HR Zone. People with a growth mindset, put simply, believe they can. They embrace learning and fear failure less. Here are a few examples from Jamie’s post that illustrate the difference between a growth and a fixed mindset:

Fixed: This is too hard

Growth: This may take some time

Fixed: I’m no good at this

Growth: What am I missing?

Fixed: I made a mistake (messed up)

Growth: Mistakes help me to learn (what can I learn?)

When I read Jamie’s post, I was struck by the thought that a growth mindset must be an essential enabler of innovation, but also innovation with significance. I have written before about following your passion and why this could be the worst piece of career advice, and how innovation on its own is can be empty:

‘The world has an infinite supply of interesting problems. The world also has an infinite supply of important problems. I would love for people to focus on the latter.’ Andrew Ng, founder of Google Brain and co-founder of Coursera.

Just for a moment, empty your mind. Think about it as a blank slate. Imagine your work is empty of fulfillment and significance. What if that emptiness was then viewed as a snow-white page ready for prints? What if you then applied a growth mindset to what you could do?

The innovators DNA talks to 5 key skills we can all refine. Implicit in this work is the belief that these skills can be developed by anyone. One of the 5 skills to refine is to be able to observe the world like an anthropologist. Anthropology teaches us to be aware of the lens through which we view the world, and to observe ‘the other’. When you attempt put your own worldview aside, it is amazing what you can ‘see’.

How can what you do merge with what you like to do, and with what is significant?

What can you innovate into your life? Is ‘life’ and ‘work’ as separate as you thought? Is innovation for life? The future may hold fewer boundaries than we’re familiar with. Let’s see who can get used to that.