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Try to make a reflection on the organization where we work so much can bring us a smile as a burden of unhealthy anxiety. It all depends on our will to win and want to be part of a process of transformation!

For example, in an organization, “Creating the right environment for innovators can help a company prepare for the future while running its core business for current success”.

An organization is a system, part of a larger (also systemic) environment where it is embedded. The deeper knowledge of this system and its subsystems, inputs and outputs, can lead us to a better understanding of our role in this world and the purpose of the organization in which we collaborate.

Getting to know the organization better allows us to develop some skills for the future, many of them transversal to the business domain of different organizations, and thus becoming more comfortable with possible zones of discomfort and extreme adversity that may arise.

Being able to build the future and prevent damage with disastrous consequences for our life and for the organization is a competence we can only develop when our knowledge of organizational and environmental complexity is high.

Creating a healthy and motivating environment, where we can develop our abilities and skills, is increasingly the result of living and thinking in a network and also, as a result of these connections, of influencing and involving others in the search for the meaning of things.

In this sense, the future has already arrived and probably brings with it the return of the middle managers able to “manage people”, a task that top managers seem to have performed with little success in many cases. It is worth noting that this does not necessarily imply a vertical hierarchy given the complex nature of formal and informal networks. Influencing becomes the true purpose of leadership that will eventually stop pursuing “being itself, charismatic or authoritarian” to become a strong manager in communication, able to give constructive feedback, resolve conflicts and make individualized learning.

Networks, as we know, are global and for this reason the influence we can print unfolds throughout the world. By being able to connect the various generations that make up the organizational world we are also taking the fundamental steps towards effective and rewarding leadership for all stakeholders in the organization and its environment.

So, what does it matter?

It is important to work on the inclusion of all generations in the actions that need to be implemented or developed, rather than merely observing them.

It is important to develop flexibility as a way to motivate all members of the organization. The concepts of agility, disruption and digitization still remain valued in the language of leadership and in most of the collaborators.

It is important to embrace the concept of “machine learning” and a greater understanding of (AI) artificial intelligence, since they can allow better management of organizations.

It is important to promote a climate conducive to the development of curiosity. This enormous need to find answers to questions or problems is often the main lever of scientific activity or innovation.

It is important to understand that the younger generations believe in generosity and perseverance and that these values, being respected, create bonds and a sense of commitment to the purpose of organizations.

It is important to develop interdisciplinarity by provoking the intersection of different points of view that will give rise to innovative ideas and to the creation of value.

It is important to develop a mentality of experimentation and learning, as a result of reflection and critical thinking.

Summing up:

It is necessary that the development of the new leaders or managers is not the result of any training package, but of a learning journey, multidisciplinary and tailor-made.

Preparing or building a leadership involves assessing the strengths and behaviors of a candidate, facilitating the building of skills to fit their needs, being willing to implement learning and sharing in the real world, building a “model” for assessing their progression, and giving feedback transparent.

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The concern of an organization’s management is to treat business results and processes in ways that create sustainability and achieve a long and healthy life for the organization.

We can call this “doing things right”!

In fact the process may seem sustainable, but when we speak of innovation, any new idea that moves through a process has little chance of success. On the one hand, we know that executives are comfortable with process management and are not very involved with creative projects and initiatives within those processes.

On the other hand it is good not to forget that leadership is about people, about purposes and expectations, that is, about the “right things”.

Leaders of a company must use the same practices and tools to define what is right for each business process as they do for each function. We’re comfortable with leaders organizing the business around functions (i.e., IT, Finance, HR, Manufacturing, etc.)and paying functional managers  for compliance with agreed to criteria for success – usually defined by  a combination of behaviors within  their job description and organizational  policies with metrics/expectations around  resources, finances,  capital, sales, revenues, market share, new products development and/or operations, etc. …  This takes great vision, persistence, motivation, synthesis, and analysis – which is clearly the work of the leaders, not managers.”

The key to good leadership is the passion, the urgency to tackle and solve the complex problems that all organizations face, such as:

The culture of indifference – The most talented and innovative, those whose abilities are too necessary to help set the business on course, are no longer present or have become so disenchanted that they have nothing to give.

Exile or isolation – New ideas are almost always rude and poorly formed when they are first presented. This may lead people to isolation in organizational silos, which is one of the biggest obstacles to innovation.

The emergence of hostility – Others show their initial reaction to any new idea in a negative, if not completely hostile, way. This is particularly true if the idea or project comes from someone outside our own organization.

A possible analogy to reflect:

By observing herd behavior and the dominance games that go on you’ll probably be shocked at how rough horses can be. They chase after each other, tear off pieces of skin and then they settle down and graze and scratch each other’s backs. The key is that they have a strong relationship to begin with because they are members of the same herd, they play together and they spend a lot of time together — undemanding time.

Now think about how humans usually interact with horses. We decide today is when we’re going to ride, we only have a certain amount of time so things get pretty direct line. Catch the horse, saddle up, head to the arena to practice something… with a pretty unwilling horse. It’s interesting how quickly horses forget who feeds them; they start to feel like we only want one thing. So where you have to start is with the thought process. Think about what might be important to your horse.”

What might be importante to teams?

In organizations, a collaborative approach to innovation helps provide the emotional energy and support that new ideas need in the early stages. For such a state of mind to manifest itself, it must become an integral part of the company’s culture.

Each organization has a unique culture that directs the form, degree and speed of its responsiveness, adaptability and innovation.

The culture of an organization, which consists of deeply rooted values, beliefs, philosophies, attitudes, and operational norms, condenses the way “how things are done”.

And in this sense we should think of:

Create a healthy environment where innovation can flourish.

Observe obstruction behaviours and clarify objectives.

Promote the recognition of positive attitudes.

Break the silos and encourage communication and collaboration in and out of the organization.

Encourage the dialogue shuttle that is fundamental to help shape the idea into something more concrete, understandable and achievable.

“It is a mistake always to contemplate the good and ignore the evil, because by making people neglectful it lets in disaster. There is a dangerous optimism of ignorance and indifference.” – Helen Keller

 

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Note: This text has been adapted from my text published in  Cavalinova and aims to recall and correct points of view.

 

 

Some of the big companies that operate in the global market consider that the most important skills to be developed in their employees to promote their growth in the next five years (according to Flux Report by Right Management) are Leadership, Management, Interpersonal, Innovation and Creativity, Resilience, Techniques, IT, Sales / Marketing and Customer Management.

When we verify that the HR of these organizations establishes as desirable to ensure results at these levels, we cannot stop thinking about how this path will be done from the hiring or through the inventory of the existing skills in their employees at a given moment, and their consequent development.

Reconciling organizational desires with employee needs may not be an easy marriage, but there are promising engagements!

Developing skills implies somehow inspiring the commitment. This means that HR must seek to improve people’s lives and remove obstacles by building environments and tools to facilitate and improve the performance of their work.

Providing magical experiences to the organization’s employees means getting them to find meaning in what they do and to have the autonomy to do the best. It also means making them feel that they can grow, show that their actions impact the organization and that they are in connection with the world around them.

This is MAGIC “Meaning, Autonomy, Growth, Impact and Connection”

Looking beyond efficiency and focusing on the employee involves understanding their needs, whatever their physical, cognitive or emotional nature. In this way it is possible to develop “personas” that guide the delivery of services and / or products successfully.

Organizations use the “persona” of their employees to discover their unique needs. This can mean defining the employee’s functional identities (for example, a manager, a senior specialist, or a T, etc.) by identifying the most important moments for these employees and creating journey maps of their work experience.

The experience of the collaborator is not a single thing; it is actually a set of experiences gathered in a continuous movement that arises in three distinct environments, namely: Physical, Technological and Cultural.

Employees respond to the stimuli of these environments and their responses must be analyzed by the organization.

How is seen publicly the organization or the team?

Do employees feel comfortable to talk and share their experiences? If they talk, the employees feel that something will be done?

How is the employee’s commitment inspired?

Do employees want more autonomy and responsibility? How to turn this will into reality?

Do employees feel that hierarchy is jamming decision making? How do you solve this problem?

What does the organization give the employee in return for his or her work?

What has the organization learned from these responses?

Now is the time to act and make changes based on the ideas the organization has captured.

Using transparency, the organization has to define what to do and also what should not be done in order to move to its implementation of change. It is crucial not to forget that it is a process of change and in this sense everything must be taken care of from clear and universal communication to the achievement of a healthy commitment. For example:

“In order to drive employee self-service and enhance the employee experience, the Telstra HR innovation team has introduced multiple new digital channels and apps over a short period of time. Over a year or so they’ve launched or updated an HR knowledge portal, a digital ticketing system, an on boarding app, an employee benefits site, and a general HR app.

An existing personalized dashboard has also been enhanced. The net result is an engaging user experience for HR services.”

We all need our interactions with technologies and other more complex systems to be simple, intuitive and enjoyable.

Design thinking, because it is empathic, is an approach that allows us to understand the needs of an organization’s employees. This understanding arises when we analyze the sum of the various perceptions that these collaborators have about interactions with the organization, that is, their experience as collaborators.

In this way, it is possible to think of reconciling the desired competencies of the organizations with the potential of their employees and to develop a magical organizational environment and mutual growth.

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As we develop Design Thinking in areas such as Human Resources we become able to imagine a future, to test ideas and to put them into practice as employees of an organization and make it impact our lives in a very positive way.

Recruitment and the discovery or creation of talents

We used to look into the past to ensure the future and we naturally do this when we want to hire someone asking for the Curriculum Vitae, that is, we check the previous experience or the qualification obtained at the school and try to see if it fits into a certain “role” that exists in the organization.

All this has its value and works in some circumstances, but not in most situations.

Let’s see! On the one hand we know that qualification is not competence and the fact that we were able to run 100 meters in n seconds with age x does not mean that we do the same after twenty years. On the other hand we know that the speed of change in the environment that surrounds us is extremely high and the range of skills that are capable of producing results changes frequently accompanied by the change around us.

This means that most of our decisions are a bet!

Training and new skills

On the contrary, if, instead of asking questions, we provoke the immersion of the people in their lives, we can observe and conclude something about their behavior. I saw in  Braga-Portugal this example:

“The Skills Lab is an immersive context of self-learning where its participants are organized into teams and encouraged to develop new skills by getting their hands on the ground and solving real problems whether they are solving the challenges of launching a new business whether they are responding to customer challenges.”

This initiative with the participation of Alexandre Mendes  was an excellent demonstration of how people-centered change is built and the future is built and is a good source of inspiration for organizations’ HR departments.

We know that, in organizations, HR managers are today increasingly concerned with updating skills linked to user experience and behavioral economics.

It is important, therefore, to overcome other barriers, and discover new ways that Design Thinking can lead.

Employee-centered productivity

In general, there is a useless complexity and bureaucracy that prevents the agilization of work methodologies and a consequent improvement in quality and performance.

“Simplicity is the ultimate sophistication” – Leonardo Da Vinci

Developing simple solutions for tasks and processes, desired for those who work and friendly in performance is one of the possibilities that Design Thinking offers. In the background, the aim is to create new tools and solutions, centered on employees which at the same time improve productivity motivate people and energize teams.

This is in fact a trend for 2017 according to Accenture:

“Technology design decisions are being made by humans, for humans. Technology adapts to how we behave and learns from us to enhance our lives, making them richer and more fulfilling. Eighty percent of executives surveyed agree that organizations need to understand not only where people are today, but also where they want to be — and to shape technology to act as their guide to realize desired outcomes.”

Knowing that Human Resources departments are traditionally called to act to train people, develop performance assessment plans, build career plans, document good work practices, and so on, and knowing that innovation also knocks at the door of people management, it may be good to start thinking about managing employees’ experiences.

Employee’s experience manager

Now, with the sponsorship of Design Thinking, the new HR manager or Experience Manager should start reimagining the work as a whole, including the employees’ journey and their mobility, environment, employees’ interactions, time distribution , training, performance, recognition and rewards, this is:

How can we improve learning?

What is the total experience of a collaborator?

How can we make faster decision making?

How can we facilitate collaboration?

What motivates people?

What do they value?

How do employees express their values ​​in the organizational environment?

And so on…

The answers to these and other questions will be found when we develop ideas quickly, test prototypes that were previously built based on those ideas and that facilitate the generation of more ideas giving rise to new tools and solutions.

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Curiosity is a key ingredient for the development of a team that seeks to manage change, create value and develop a culture of innovation.

If we stop a little to think we easily can verify that we know people who are regularly explorers but are not intellectually curious. That is, in these circumstances prevails an exploration and a contemplative observation without the intention of aggregating and integrating information.

On the other hand we can observe people who search endlessly for the meaning of things, but with some fear they risk exploring the unknown. The risk factor here has an important weight.

A leader who possesses this characteristic easily infects with enthusiasm his group because, coupled with an attitude of constant observation, curiosity allows the registration and communication of the critical aspects inherent to the ongoing projects, and thus inspire trust.

When someone is building a team, it is with critical thinking and without fear of taking risks that a leader selects his or her collaborators. Collaboration will become a key factor in finding success through the strategy outlined to achieve the goals.

More than working on ideas it is important to ensure competence.

To think about:

Horses can recognize simple patterns of predictability and take confidence in them, but when anything out of the ordinary happens, their nameless dread springs to the forefront. This is because the horse does not possess the ability to apply known facts to new situations…

We must understand that all horses respond differently. Some are very sensitive and respond quickly, and some are more lethargic. Whether wild or domestic, one major difference in their behavior is caution. All horses are curious by nature, but the wild horse differs in his curiosity from the domestic.

CURIOSITY IN THE WILD

Out west on a wild horse sanctuary, I see the wild horses off at a distance. As they became aware of my presence, the whole herd looks up and stares at me. Remember, these horses have never been touched by a human. I am patient and just wait. Eventually they all start to walk toward me.  When they are about 300 yards away, they stop and look at me. Because of their curiosity they are waiting for my next move. If I get aggressive, they will flee. If I try to get close to them in a gentle way, they will still leave, but not so aggressively.


DOMESTIC CURIOSITY

At a breeding farm where five to six hundred horses are out in the pastures, I watch a herd of about one hundred off at a distance. When they look up and see me, the entire herd actually gallops toward me and surrounds me. There is one stallion, many mares and a bunch of babies. They are friendly. I can touch them. The babies come over so I can pat them and the stallion puts his head right on my shoulder. Even though they are cautious, they are more curious and trustworthy.”

We know that any challenge placed on a leader is easily transformed into a game when the whole team knows well the environment in which their activities unfold.

Self-control and resilience are fundamental to facing obstacles and adversities that many challenges pose. Team members should be prepared to face them and so a high level of intrinsic motivation is a lever to move forward.

Knowing how to listen and communicate with each other, another piece for the game, are two sides of the same coin that the leader and his collaborators should use in the exchange of knowledge and experiences. It is with a collaborative attitude that ideas develop and materialize.

Today with the ease and availability of communication tools there is no place to knowledge in a “drawer” and collaboration enriches the work to be done and leads to amazing results.

There is, however, more and more a real need to create defenses to avoid misinformation and the construction of new ignorance produced by false data and without context. It is good to remember that the ability of the environment to shape our attitudes and knowledge is often responsible for the direction or focus of our curiosity.

Hence, the question is often asked:

Am I developing my exploratory curiosity or will I be thirsty for knowledge and consequently develop my intellectual curiosity?

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Note: This text was adapted from my text published on July 29, 2010 in Cavalinova and aims to remind and correct points of view.

 

A different way to solve problems

Almost always, when we have a problem, consult Google or the manual of the tool that we are using. However there are problems for which there is no manual or repairing experience with records on the internet and at such times, if we want to see the issues resolved, we must appeal to our creativity.

There are times when the ideas that intersect with each other in our minds and that, as a result of collisions and combinations, give rise to new ideas that are candidates to solutions of our problems. This flurry of ideas raises a party, music and color to our lives.

People who are living this “party” of creativity are in constant conflict of ideas that provides them with new opportunities for experimentation and broadening their scope of knowledge.

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So if we want to be creative and participate in this party we will start with some dance steps:

Let’s forget the principle that only others have an opinion and that only others are creative. We will launch our ideas and make them as valid by exposing them to the debate.

We will provide an environment of trust so that there is a game of ideas with fun and participated.

We will shut down our internal censorship and we are going to produce in quantity, without being constantly saying “no good”, “not worth” or “is not a good idea”.

Let’s make these ideas tangible by building prototypes and let’s think with all our senses. Our prototypes are validation instruments of our assumptions and of learning.

We will live with the rules because they are constraints that leverage creativity. Let’s break them or exceed the limits if the solutions are beyond the boundaries imposed by the environment.

Let’s play the roles of all involved or are participating in our idea as a way to realize deeply what their needs are and to know how we can solve their problems.

We will diverge to have as much as possible of variables in the game and we will converge to fit the best solution in the problem set.

If we carry these guidelines for an organization the result can be a nice surprise.

This is, when organizations seek to develop a climate of creativity they are also seeking to develop reliable environments and risk acceptance.

We know that trust and risk are closely linked with the fear and so we are facing two situations that may be antagonistic:

On the one hand, the fewer risks are assumed by us, the less chance we have to fail, and therefore we feel less afraid to invest in the development of an idea. However, an idea that involves little or no risk is a copy or has lack of originality, because the notion of risk is linked to the unknown, to the discovery and originality.

On the other hand when there is a climate of trust, the sense of responsibility is fused with the feeling of recognition and reward. This feeling can be a trigger to creativity flows or divergent thinking.

Whatever the origin of the new ideas that emerge in an organization, its destiny is to transform itself in innovation, be it for products services or processes.

To start a journey of innovation promoters of ideas should feel comfortable with the existing trust level. If not  they don’t produce enough energy to walk. The course requires passion and a strong belief in individual and organizational capabilities.

One of the most fun and fruitful steps of developing ideas is the experimentation, step that allows us to test our concept, or check if our imagination fits in a desired reality.

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Innovation with Open Mind

“…knowledge diversity facilitates all types of contributions to open innovation projects”

In some way we can say that the knowledge diversity or even experiences and cultural diversity, when we talk about interactions between companies and its exterior, easily produce new knowledge.

However this new climate of interaction can obstruct and derail the success of open innovation.

It is essential, therefore, to know how people, when placed in teams, can make substantial contributions of knowledge and how they can combine those contributions giving rise to new knowledge, new ideas and innovation.

But what are the problems these people face in knowledge exchange?

In small and medium-sized enterprises are the networks that facilitate these exchanges of knowledge and provides high levels of creativity as well. More than the formal networks established by companies, informal networks launched the frontiers of knowledge of SMEs to surprising levels.

Networks work more and more to small and medium-sized companies as a way to learn about business opportunities and about the potential for intervention outside its borders.

Though after a few years since Henry Chesbrough coined the term “Open Innovation”, the leaders and managers of SMEs does not yet demonstrate behavior and practices typical of an exploratory attitude or of a networking of exploration of new territories and environments.

There is not a trend or a common desire widespread within companies for advancing collaboration in the creation of products and services or in their marketing, most likely because there is not a climate of trust to promote this collaboration.

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By the absence of this climate companies that have integrated some knowledge about the new opportunities from the networks do not come out of its embryonic state of collaboration, and feel difficulty in perceiving a decrease of risk that networked collaboration features.

Building trust is a vital issue and a facilitator for businesses when we established connections in the network.

The first step is to create confidence in the new models within the leaders and managers and make it expand by contagion to all employees.

When a company has allowed or was able to build the internal trust among its employees, essential step to a progression in an environment of open innovation, its employees become imbued with the ambition of being innovative.

Today seems to be irrefutable fact that innovation doesn’t happen without connections and without nets and consequently, the employees of the companies will face the same challenges of trust that their leaders or managers.

Those connections and networks are the result of an era of intense technological development where exchanges of knowledge associated with missing or surplus technologies must be clear so that we can address these challenges of trust.

The more evolved is the technology provided more credibility and greater responsiveness of third parties.

“As a rule, in the Portuguese case, we have a strong emphasis on absorption”, says the researcher, explaining that the tendency, in Portugal, is that companies try to use technologies created outside their companies and do not use the surplus technologies that they have to share with others. This makes the Portuguese innovation model a relatively closed model when compared with countries where technological development is advanced. “

But, technology is not enough to increase levels of trust in open innovation. It is also necessary a greater collaboration and the creation of a common language, the transformation of implicit into explicit and the acquisition of meaning and purpose of the project.

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This post was originally published at Crowd Sourcing Week

 

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From tacit to explicit

In business, there is a difference between knowing what consumers and users want and what they need to meet their needs.

There are times when companies dive deeper into consumer life, and when that happens, they asked to be part of the process of design and creation of products or services, a desire to participate in the organizations life that social networks make easier.

On the one hand, the networks offer a visible picture of systems that provide articulation and understanding of needs but on the other hand also presuppose many hidden needs.

If it is true that the existence of networks contributes to the opening of internal silos of organizations and allows the acceptance of innovation held abroad, also seems to be true that can create an uncontrolled diversity and rich source of dissent, disagreement, and conflict in, what can be called, an open system.

In these circumstances it is important to be attentive to the way in which we deal with a system so developed. The systems are not static, they are complex, and evolutionary and therefore have the capacity to change and learn from experience.

In this dynamic is good to remember that the needs and wants also evolve, as a result of the constant changes of interactions and relationships or connections that are established in the networks.

We must be mindful of these social and cultural structures that are complex systems, which consist of several elements, different, but interlinked and which are seen as a whole, without highlighting particular aspects.

There are the common points or connection that will constitute the nature of unity within diversity.

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One of the purposes of the opening of companies abroad, is the expansion of markets, the resizing of innovation out of the borders of organizations, allowing the outside world to identify needs and propose solutions combined.

“In today’s competitive environment, companies in both the manufacturing and service sectors need to constantly develop new products. However, many new products fail because they neither excite customers nor adequately address their needs. Traditional forms of market research, including surveys and focus groups are suitable for identifying ideas for incremental innovations but ineffective at identifying radical customer requirements. Many customers are unaware of or unable to articulate their needs (therefore the term “hidden needs”) and so enhanced methods of market research are required. These new market research methods are being developed in industry based on techniques from anthropology and psychology.”

In fact, many of these needs are hidden and the opening to the outside world amplifies the detection of these needs, clarifying them and validating them through connections that are established by the organizations.

There are the networks that will bring the clear meaning of the needs and the cultural integration of solutions, the best and fastest means of satisfaction and validation of the proposals.

“The connection between communities and innovation is often made and to me, this ability to solve problems for others before they are even expressed, is one of the most powerful benefits of deploying communities. Innovation cycles have decreased rapidly with the rise of agile methodologies and the reams of customer data. Companies need to look at how they can fundamentally restructure how they think about innovation life cycles to remain competitive. Turning the tacit knowledge created by communities into innovation before it is translated and documented as explicit knowledge will be one of the core innovation methodologies going forward.“

It is my belief that these combinations of perspective given by the social networks can facilitate innovation, leveraging its opening to the outside world with different purposes and enable projects focused on the needs of the people, creating wealth and social development.

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Strategy to have places in the Sun

When we were boys, were creative, small geniuses who easily gave surprising answers that filled the places with amazement. At that time we didn’t have enough knowledge to transform those ideas into something with value, and in this way we can transform us into “startup kids”.

Many of these people have grown and were transformed into successful entrepreneurs, others are working with large projects as top managers and there are still some that failed but are now learning to handle some business traps.

Today there is much talk in innovation, we do timid forays with so-called success models and with imported best practices and often we face the first disappointments or adversities reorganizing ourselves, inventing talents and hiring saviors.

We do all this but we forget that people are a very important part in the functioning and in the success of organizations.

“People aren’t born with the ability to innovate. It’s a structured management practice that’s taught and learned” – Geoff Tuff

Often organizations or their officials dream of a space of processing and gathering luggage and people for the great crossing without thinking on strategy (whatever that means), that is, without answering a few questions as suggested by Roger Martin:

  1.  What is your winning aspiration?
  1. Where will you play?
  1. How will you win?
  1. What capabilities must be in place?
  1. What management systems are required?

The answers to these questions are the fundamental choices every leader must make to craft a successful strategy. Make no mistake about it, strategy is choice; it is a set of choices about what you will do, and what you will not do so, so as to create advantage over the competition.”

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I think that companies, when outcrop innovation as a way to create competitiveness and sustainability, should follow the words of Socrates “know yourself”, and then departed for the expeditions to the core of the Organization, to middle ground or transformational initiatives as Michael Zacka refers in an article on Huff Post.

To become a sustainable enterprise (innovation allows us to reach these heights) an organization must seek to earn a place in the Sun using the difference as a territorial marker.

For example P&G in its statement of purpose, says: “We will provide products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper.”

Organizations need to avoid launching impulsively to paths for wich they are not prepared. For an organization to “know itself” it is necessary having awareness of the value of their resources, their talents, their position in the territory in which it is inserted and its potential to play the game.

An organization that wants to launch itself into the world of innovation should think beyond the immediate things, products or services, and search for differentiation in solving problems through the satisfaction of needs, the effectiveness and the feelings of well-being.

An organization should consider innovation as a whole, resorting to collaboration and sharing in consistently and comprehensively way.

An organization should seek to create the largest possible number of alternative solutions to the problems identified and select the most relevant proposals to a given time being, to the limited context and with the availability of existing resources or with feasibility of the investment.

An organization must be able to interpret the needs, desires and wishes of its clients and potential clients in order to anticipate their requests, avoid their complaints and above all in order to fill the place with better “sun exposure “.

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Leave off and look our business

Observe how people experience, emotionally and cognitively, the world that surrounds them is something that gives me an enormous satisfaction and makes me always rekindle the curiosity.

I consider observation as a fundamental food for creativity and innovation. However in this feeding process of ideas and ways of thinking often appears the “blind spot”.

Blind spots occur because we have a peculiarity in the design of the architecture of our eyes.

We know that top management teams are responsible for environmental analysis and search for new opportunities and markets or significant changes in markets where companies develop their activity.

Teams have to collect and absorb large amounts of information, often contradictory in nature and therefore must be focused in one direction or field of exploration frequently giving rise to blind spots.

In the same way, that the visual system of the brain may create a physiological representation of visual information, around blind spots, painting a coherent scene, that is, filling the void, top management can paint scenes consistent with their assumptions, values or interests.

Interestingly, to avoid this blindness and the temptation to fill the optical voids, we should be able to change our radar and identify a number of small things that we “spring ahead”. This happens when we are dealing with a business that is not ours and we distance ourselves from our focus.

But if that happens in relation to the activities of third parties why it does not happen with our activities?

It is essential that we are able to see the blind spots in our business and then do something for them.

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We often create an empty optical when we not actively promote our business consistently, or we think that we are able to do everything alone or even when we give up too soon instead of seeking new opportunities or instead of creating new scenarios.

The best way to minimize the negative impact of blind spots is to seek the advice of those who think differently of our way.

We know that the unknown is where organizations feel uncomfortable but we also know that innovators have a tireless curiosity to explore intersections of ideas and fill the white spaces.

It is in demand of that fill that we look at our business like others. For example when looking at new technologies (social networks) we should think of them as facilitators of innovation and new business models, and not as a way to make things more efficient or disturbing of the business discipline.

Social networks bring the collaboration that is at the center of today’s business processes but most organizations are still blind.

The new architectures for business processes and total quality management have been effective to measure and improve the effectiveness of people and organizations, but where are the invisible networks that help to develop the business?

Today the ease of communications promotes a growing specialization of knowledge often giving rise to focus on work and research.

However we should not forget that “Focus is the core reasons for blind spots. Through constant scanning and reading weak signals, we can then recognize and seize upon that moment when luck aligns the forces of the universe to unite need and opportunity in such a way that the connections between unconnected dots can be seen.  Strategic Innovation is not about creativity or design, it is about organization agility and constant organization realignment. – Idris Mootee

Traditionally organizations when are facing a difficult problem they look for people who know more and thus they are feeding the path of  single discipline instead of interdisciplinary.

Different voices in the same discipline almost always represent the same knowledge and that also means a fast track for the blind spots.

Interdisciplinary and collaboration are the best way to fill the optical voids.

 

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