Currently viewing the tag: "A.G. Lafley"

 “A inovação é arriscada, mas não é aleatória. Os inovadores têm um processo de invenção disciplinada. Eles podem não ser capazes de a articular e às vezes o momento “Eureka!” acontece no chuveiro, mas deriva de um processo disciplinado.” – A.G. Lafley

Imagine que cria um compromisso com a aprendizagem contínua e que isso implica ser persistente com a experimentação.

Imagine que é um optimista em equilíbrio com a objectividade quando é confrontado com a adversidade.

Imagine que pratica a geração de ideias e que nessas alturas procura padrões e conexões entre elas.

Imagine que cultiva a visualização como forma de pensamento.

Imagine a sua energia resulta do equilíbrio:

– Entre o jogo e a seriedade.

– Entre momentos intensos e o relaxamento.

– Entre o estar só e estar com os outros.

Imagine que procura resultados em vez de coleccionar sugestões.

Imagine que abraça a abertura, a interdisciplinaridade e a colaboração.

Agora imagine que tudo isso é real!

Como é que se sente?

(Texto em português depois deste)

 

Integrative thinking to integrate people

Because we live so long inside a box, we got used to thinking without reliance on “hunches”, especially in those that are outside the box when we want to solve a problem.

But we can integrate the two forms, both inside and outside the box and build a new, no box.

This new way of thinking, integrative, it reflected trust and communication also showing attributes such as understanding and points of common interests that allow an overview of the problem.

Organizations that believe in innovation and find that within its walls there is no capacity for answers to global challenges will have an alternative other than look abroad.

Such demand will however require a further effort to understand the problem and ways of resolution.

The organization will have its leader to think according to the model created?

Is this leader convinced of the advantages of an integrative thinking?

If so, all the work for acceptance of collaboration and sharing is facilitated and teams who work with him appear naturally motivated. With a common language and removing the dominance of critical thinking throughout all the organization faces the challenges and opportunities.

Imagine an organization led by an integrative thinker to motivate and coordinate all the teams well trained in the balance of analytical and intuitive thinking. The acceptance of Open Innovation is a fact.

So still not a reality, many companies find that the Open Innovation is in its infancy which leads to doubts and uncertainties as to its effectiveness.

Often, too, the initiative to implement open innovation is the responsibility of one individual, responsible for innovation, or just some individuals. To make the implementation of open innovation, it was not enough the fact that those responsible be critical thinkers and not integrators, but they also are not able to most of the time of achieving the critical mass necessary to win ignition energy.

Here there we need to clarify the principles of open innovation so extended to a large population of the company.

For the implementation of open innovation often arises a situation even more critical when there is no contact on innovation. And the way of difficulties increases when firms use more than one model rather than to focus on their real issues and integrative model.

Integrative thinking can solve many of these problems since it uses abductive logic, that is, what can be instead of what should be or is.

It is easy to see that a company that does not usually reward that may be, feel the constraints of adversity instead of opportunity.

Once people see the simplicity, durability, and sustainability of an innovation mind-set, it continually reinforces itself.

“Integrative Thinking

One of our favorite examples of integrative thinking involves Febreze, a very successful odor-control product.

One of the active ingredients in Febreze surrounds a malodor and removes it, as opposed to covering it up or masking it. Febreze started out as a fabric refresher. Now it’s also an air freshener in the U.S. and elsewhere.

Not long ago we took the Febreze package, product, and brand name to Japan. We tested it on a small scale with Japanese consumers. They rejected it. As interpreted by the P&G team(a relatively junior-level group), the gut reaction of the Japanese was: “Here’s another Western product that’s not going to work in our country.”

But we persisted. “Were there any Japanese households or consumers who really liked the product?” we asked. The team didn’t know, but they went back and looked at the research. Lo and behold, 20 percent of the first survey group absolutely loved the product.

Personally, I wasn’t surprised. I had spent eight years living and working in Japan and I knew that Japanese people can be hypersensitive to malodors. A man can smoke cigarettes outside or in a subway station, but many Japanese women won’t let their husbands smoke in the house. When the husband comes home, he may have to take his smoky clothes off and wash them before he can sit down.

So we resolved to try again. The P&G team changed the viscosity of the product. They changed the fragrance from high profile to a very low profile scent. They changed the bottle to a much more delicate design that more Japanese people felt comfortable having visible in their homes. They changed the spray pattern to amist. They changed everything but the core technology of the product, and it became a phenomenal success in Japan. This is a story we tell ourselves at P&G to drive home the need for integrative thinking. The project started with a consumer-centric concept. “- P&G’s Innovation Culture

by A.G. Lafley, with an introduction by Ram Charan

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Integrar o pensamento para integrar pessoas

Pelo facto de vivermos tanto tempo dentro de uma caixa, habituámo-nos a pensar sem ter confiança em “palpites”, principalmente nos que estão fora da caixa, quando pretendemos resolver um problema.

Mas nós podemos integrar as duas formas, dentro e fora da caixa e construir uma nova, sem caixa.

Esta nova forma de pensar, integrativa, faz transparecer a confiança e a comunicação mostrando também atributos como a compreensão e pontos de interesse comuns que permitem uma visão global do problema.

As organizações que pensam em inovação e verificam que dentro das suas paredes não existe capacidade de respostas aos desafios globais, não têm outra saída que não procurar no exterior.

Essa procura contudo vai implicar um esforço suplementar de compreensão do problema e das formas de resolução.

A organização terá o seu líder a pensar segundo o modelo criado? Esse líder está convicto das vantagens de um pensamento integrativo?

Se está, todo o trabalho de aceitação de colaboração e partilha está facilitado e as equipas que trabalham com ele aparecem naturalmente motivadas. Com uma linguagem comum e retirando a dominância do pensamento crítico toda a organização enfrenta os desafios como oportunidades.

Imagine a organização liderado por um pensador integrativo a motivar e a coordenar todas as equipas bem treinadas no equilíbrio dos pensamentos analítico e intuitivo. A aceitação da Inovação  Aberta era um facto.

Por isto ainda não ser uma realidade, muitas empresas consideram que a Inovação Aberta está nos seus primeiros passos o que acarreta dúvidas e incertezas quanto á sua eficácia.

Muitas vezes, também, a iniciativa de implementar a inovação aberta está a cargo de um só indivíduo, o responsável pela inovação, ou apenas alguns indivíduos. Para dificultar a implementação de inovação aberta, não bastava o facto, de esses responsáveis serem pensadores críticos e não integradores, como não são capazes a maior parte das vezes de conseguirem a massa crítica necessária para ganhar energia de ignição.

Aqui há necessidade de clarificar os princípios de inovação aberta de forma alargada a uma grande parte da população da empresa.

Para a implementação de inovação aberta surge por vezes uma situação ainda mais crítica, quando não há contacto ligado à inovação. E o caminho das dificuldades aumenta quando as empresas utilizam mais do que um modelo em vez de se focarem nos seus verdadeiros desafios e no modelo integrativo.

O pensamento integrativo pode resolver muitos destes problemas uma vez que usa a lógica abdutiva, isto é, o que pode ser, em vez do que deveria ser ou é.

É fácil perceber que, uma empresa que não tem por hábito recompensar o que pode ser, sinta nos constrangimentos a adversidade em vez de oportunidade.

“Integrative Thinking

One of our favorite examples of integrative thinking involves Febreze, a very successful odor-control product.

One of the active ingredients in Febreze surrounds a malodor and removes it, as opposed to covering it up or masking it. Febreze started out as a fabric refresher. Now it’s also an air freshener in the U.S. and elsewhere.

Not long ago we took the Febreze package, product, and brand name to Japan. We tested it on a small scale with Japanese consumers. They rejected it. As interpreted by the P&G team(a relatively junior-level group), the gut reaction of the Japanese was: “Here’s another Western product that’s not going to work in our country.”

But we persisted. “Were there any Japanese households or consumers who really liked the product?” we asked. The team didn’t know, but they went back and looked at the research. Lo and behold, 20 percent of the first survey group absolutely loved the product.

Personally, I wasn’t surprised. I had spent eight years living and working in Japan and I knew that Japanese people can be hypersensitive to malodors. A man can smoke cigarettes outside or in a subway station, but many Japanese women won’t let their husbands smoke in the house. When the husband comes home, he may have to take his smoky clothes off and wash them before he can sit down.

So we resolved to try again. The P&G team changed the viscosity of the product. They changed the fragrance from high profile to a very low profile scent. They changed the bottle to a much more delicate design that more Japanese people felt comfortable having visible in their homes. They changed the spray pattern to amist. They changed everything but the core technology of the product, and it became a phenomenal success in Japan. This is a story we tell ourselves at P&G to drive home the need for integrative thinking. The project started with a consumer-centric concept. “- P&G’s Innovation Culture

by A.G. Lafley, with an introduction by Ram Charan

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