Currently viewing the tag: "Ralph-Christian Ohr"

Enjoy it

Why Diversity is Good for Business by Jeanette Mulvey via Ralph-Ohr

There’s lots of talk about innovation being the key to growing American businesses, but exactly how companies get innovative remains less clearly defined. One way to drive innovation, according to a new Forbes study, is to hire a more diverse work force.

 

Getting Open Innovation Participation by Andrea Meyer

Point: Crowdsourcing and open innovation efforts rely on participation.  Attracting participants and encouraging activity is a key success factor in obtaining and vetting new product, service and process innovation ideas.

 
‘Better’ is the more practical approach to innovation in general by Jorge Barba

It all starts with the question: How can I make this better?

Framing is important and when talking about innovation that usually means deciding between incremental and radical change. Yet for most businesses, they don’t want to hear about change. They want the world they exist in just the way it is, especially if they’ve had some level of success.

 

Set Up Your Team for Success by Jesse Lyn Stoner 

Do you have a new team or are you starting a new project? Most teams rush into the work of the team without getting clear agreements in the beginning about where they are going or how they want to get there.

 

And the All Time Winner is… by Wim Rampen

We’ve already past the first 6 months of this year. A good time to take a look at what you have been reading around here. I’ve put together two lists: one Top 5 of all time best viewed posts and one Top 5 of the best viewed posts over the first six months of this year.

 

Incumbentitis – The Anti-Innovation Disease by Deb Mills-Scofield

Well, will congress put the country or their own political careers first?  You’d think they should be one and the same but we know they aren’t. With the upcoming elections, getting re-elected will matter more.  In 2010, it was out with the ‘old’, in with the new, mostly.  Washington DCers (and Wall Street) want desperately to maintain the status quo, yet America is asking for government by the people, of the people and for the people (sound familiar?). Can the US Government re-invent itself? Well, can big established companies even do it?

 

Transformation further Distilled by Sinan Si Alhir

Thriving and high performing organizations are founded on strong cultures, which involve shared values, strategy alignment, and interconnection. Such organizations achieve 4 times higher revenue, 7 times more expanded work force, 12 times higher stock prices, and 756% higher net income. However, approximately 70% of all change initiatives focused on improving performance fail!

 

The Mona Lisa Code by Greg Satell

Everybody knows the Mona Lisa.  She’s iconic; as much of a symbol of art as art itself. Housed in Paris but reproduced everywhere, there is probably nothing else on earth that so thoroughly fuses the ridiculous and the sublime as the Mona Lisa.

 

The New Game Of Strategy: Applied Design Thinking In Business Innovation And Transformation by Idris Mootee

Just when I thought I can have 2 days in an office then I realized I have to be In NYC tomorrow for a few days. I am writing this post on a flight after missing my connection in Houston, and just finished teaching a three days Strategy graduate course with a focus on strategic innovation and design thinking.

Have a nice week 

 

 

Why a CIO Isn’t by Paula Thornton

Chief Information Officer, Chief Technology Officer: What’s the difference? Sometimes one reports to the other. How accurate is the title, Chief Information Officer? Do they champion and defend the delivery of information? Really?

FREE BOOK CHAPTER: Why Top Executives Do Not Get Innovation, Much Less Open Innovation – and What to Do About It by Stefan Lindegaard

My book, The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skills hits the bookstores late May. As an appetizer, I am happy to provide you yet another chapter for free.

Innovation Failure Points: Evaluation, Selection and Prototyping by Jeffrey Phillips

Over the last week I’ve written several posts about the “failure points” of innovation, using the premise that failure is more instructive than than success, and that there are consistent points of failure in the innovation cycle.

 

Bad Attitudes Can Lead to Good Innovation by Paul Sloane

How can you build a team that is innovative, dynamic and capable of finding breakthroughs for tough problems? How can you avoid repeating dreary routines and find sparkling new ideas instead? One way is to make sure that among your solid citizens you have a good sprinkling of rebels.

 

Think Like a Biologist to be a Better Manager by Tim Kastelle

The first Archaeopteryx fossil was found in 1861, and it now resides in the Natural History Museum in London. It was an important find – two years after the publication of The Origin of Species by Charles Darwin, Archaeopteryx was the rarest of fossils, and one that was quite useful for Darwin’s theory – an intermediate form. Archaeopteryx very clearly shows the transition from dinosaurs to birds.

And, Via Ralph-Christian Ohr (Special thanks):

 

Together We Innovate By Rob Cross, Andrew Hargadon, Salvatore Parise and Robert J. Thomas

 

WHEN it comes to innovation, the myth of the lone genius dies hard.
Most companies continue to assume that innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth is most innovations are created through networks — groups of people working in concert.

The Best of Inspiring ideas – HSM

…Organizational DNA for strategic Innovation…

And read…more…

Have a nice week!

(Texto em Português depois deste)

Thinking about T

Today, May 1st, I received via twitter (curious note the spelling checker in Word underlined in red the word twitter and gave as a suggestion to fix “Hitler” , Portuguese version), sent by Ralph-Christian Ohr, a document titled “Innovation that Matters”.

Some time ago I had written a post on the subject “people with T-shaped” and have been written only in Portuguese. I rebuild today with some notes of the abovementioned article by Nicholas M. Donofrio.

Donofrio begins by saying that the nature of innovation is changing and that most people have not realized that.

Adds: “The innovation that matters now—the innovation that we’re all waiting for, even if we don’t know it—is the one that unlocks the hidden value that exists at the intersection of deep knowledge of a problem and intimate knowledge of a market, combined with your knowledge, your technology, and your capability … whoever you are, whatever you can do, whatever you bring to the table.

The good news for innovators and potential innovators is that, given the incredible complexity and diversity of the world today, opportunities for innovation abound.

The kind of people who will be best able to seize these opportunities are those I call “T-shaped” as opposed to “I-shaped.” I-shaped people have great credentials, great educations, and deep knowledge—deep but narrow. The geniuses who win Nobel prizes are “I-shaped,” as are most of the best engineers and scientists. But the revolutionaries who have driven most recent innovation and who will drive nearly all of it in the future are “T-shaped.”

These words remind me that it was worth talking about the penalty Skills of a design thinker that I think fit perfectly with this speech.

To operate within an interdisciplinary environment, the individual needs to join forces in two dimensions:

The “T shaped person”.

On the vertical axis, each team member must possess a depth of skills that permit he or she give practical contributions to the result.

The upper “T” is where the thinker design is done. It is empathy with people and with the disciplines, in addition to with himself.

This tends to be expressed as openness, curiosity, optimism, a tendency to learn by doing, and experimentation. “- ssireview

The creative powers, is a set of tools and methods to understand the uncertainty and propose new options and quickly make the right choices.

Some thinkers say that in organizations is too late to learn and develop creativity. I do not think so. The creativity does not choose, neither time nor age!

Being equipped with the capacity for integration, deployment and operation, together with skills in critical thinking, you can begin drawing the profile of design thinker. The big T!

Mr. T is an abductor in nature. He is able to visualize what could be something in a desired future, and build a path to its realization.

Mr. T looking for new opportunities emerging and opportunistic as it is grab them.

Mr. T uses a dialectical thinking, and sees the conflicts and challenges. Recognizes the limitations of today and the uncertainties of the future and sees the possibilities.

According to De Bono, “New Millennium Thinking” design is much more than classical synthesis, where thesis and antithesis, are combined.

Above all it is thinking. You must learn to think. Does not matter what it is, but what can be! We need more thinking.

Develop thinking on the basis of perceptions, especially visual, and apply more technology to produce value.

The design thinking can become the privileged tool of health professionals, for example. The text below shows the need.

You have to think design.  

“Working together as a team, professionals must balance responsibilities, values, knowledge, skills and even the goals of patient care, versus its role as a team member in shared decision making. Because many physicians, in particular, are accustomed to an environment of practice, in which decisions are “made” by the doctor, and “held” by other professionals, it is difficult sometimes that doctors adjust to a team approach in which the majority opinion prevails over the opinion of experts, unanimity or consensus may be more appropriate than the autocratic decision-making process. In addition, physicians who maintain a hierarchical concept of medical care, they could face serious problems when disagreements arise with other physicians to “equal” status with the medical team. Interdisciplinary conflicts are seen in all areas of medicine, but the environment of the operating room, is particularly rich in examples where patient care involves interdisciplinary cooperation, conflict and compromise. “- ETHICS IN MEDICINE -University of Washington School of Medicine

There is sometimes a future with more comprehensive perspective for people shaped into T:

“… I agree with the essential nature of meeting needs, but I could expand the idea of taking responsibility beyond employees to include the community in which business is practiced, which for the largest companies includes most of the planet”. Design Thinking – Thoughts by Tim Brown 

Will the MBA today be able to form “T” People?

A pensar em T

 

Hoje, 1º de Maio, recebi via twitter, (nota curiosa o corrector ortográfico do Word sublinhou a vermelho a palavra twitter e deu como sugestão de correcção “Hitler”), enviado por Ralph-Christian Ohr, um documento com o título Innovation that Matters.

Há uns tempos atrás tinha escrito um post a propósito do das “pessoas com forma de T” e por ter sido escrito apenas em Português hoje reconstruo com algumas notas do artigo acima referido da autoria de Nicholas M. Donofrio.

Donofrio começa por dizer que a natureza da inovação está a mudar e que a maior parte das pessoas ainda não se apercebeu disso.  

Diz ainda: “A inovação que importa agora, a inovação de que estamos todos à espera, mesmo não sabendo isso, é o que desbloqueia o valor oculto que existe na intersecção de um profundo conhecimento de um problema e um profundo conhecimento do mercado , combinado com seu conhecimento, a sua tecnologia e sua capacidade de quem … quem quer que seja, o que você pode fazer, o que quer que seja que traga para a mesa.

A boa notícia para os inovadores e os inovadores potenciais é que, dada a incrível complexidade e diversidade do mundo de hoje, as oportunidades para inovação são abundantes.

O tipo de pessoas, que serão mais capazes de aproveitar essas oportunidades, são aqueles que eu chamo de “T-shaped” em oposição a “I-shaped”. Pessoas que têm credenciais em forma grande, grandes educações  e profundo conhecimento, mas estreito. Os gênios que ganham prémios Nobel são “I-moldado”, como são a maioria dos melhores engenheiros e cientistas. Mas os revolucionários que têm impulsionado a inovação mais recente e que irá conduzir quase toda ela no futuro são “T-shaped”.

Foram estas palavras que me lembram que valia pena falar das Competências de um pensador design que acho que se enquadram perfeitamente neste discurso.

“Para operar dentro de um ambiente interdisciplinar, o indivíduo precisa de reunir forças em duas dimensões:

A “pessoa em forma de T”.

No eixo vertical, cada membro da equipa deve possuir uma profundidade de competências, que permitam, que ele ou ela, dêem contribuições concretas para o resultado.

A parte superior do “T” é onde o pensador design é feito. Trata-se de empatia com as pessoas e com as disciplinas, para além de com ele próprio.

Isso tende a ser expresso como a abertura, a curiosidade, o optimismo, uma tendência para o aprender fazendo, e da experimentação.”- ssireview

A competência criatividade, é um conjunto de ferramentas e métodos para entender a incerteza, propor novas opções e rapidamente fazer as escolhas acertadas.

Alguns pensadores dizem, que nas organizações é tarde de mais para aprender e desenvolver a criatividade. Eu não penso assim. A criatividade não escolhe, nem hora nem idade!

Estando apetrechado com, capacidade de integração, de projecção e de exploração, juntamente com habilidade no pensamento crítico, é possível começar a desenhar o perfil do pensador design. O grande T!

O Senhor T é um abdutor por natureza. Ele é capaz de visualizar o que poderia ser algo, num futuro desejado, e construir um caminho para a sua realização.

O Senhor T procura novas possibilidades emergentes e como oportunista que é, agarra-as.

O Senhor T usa um pensamento dialéctico, e vê os conflitos como desafios. Reconhece as limitações de hoje e as incertezas do futuro, e visualiza as possibilidades.

Segundo De Bono, em “Novo Pensamento do Milénio” Design é muito mais do que síntese clássica, onde, tese e antítese, se combinam.

Acima de tudo trata-se de pensar. É preciso aprender a pensar. Já não importa o que é, mas o que poderá ser! Precisamos de mais pensar.

Desenvolver pensamento com base nas percepções, principalmente visuais, e aplicar mais tecnologia para produzir valor.

O pensar design pode tornar-se na ferramenta privilegiada dos profissionais de saúde, por exemplo. O texto abaixo, mostra a necessidade.

É preciso pensar design.  

“Trabalhando juntos como uma equipa, os profissionais devem equilibrar as responsabilidades, valores, conhecimentos, habilidades e até mesmo, as metas de assistência ao paciente, contra o seu papel como um membro da equipa na decisão compartilhada. Porque muitos médicos, em particular, estão acostumados a um ambiente de prática, na qual as decisões são “feitas” pelo médico, e “realizadas” por outros profissionais, é difícil, por vezes, que os médicos se ajustem a uma abordagem de equipa, em que a opinião da maioria , prevalece sobre a opinião de especialistas, a unanimidade ou consenso pode ser mais adequado do que, o processo de decisão  autocrático. Além disso, os médicos que mantêm um conceito hierárquico de atendimento médico, poderão enfrentar sérios problemas, quando surgem desentendimentos com outros médicos de “igual” estatuto na equipe médica. Os conflitos interdisciplinares são vistos em todas as áreas da medicina, mas o ambiente da sala de operações, é particularmente rico em exemplos, em que o cuidado do paciente envolve a cooperação interdisciplinar, o conflito e o compromisso.” – ETICA EM MEDICINA –University of Washington School of Medicine

Há ainda quem perspective um futuro mais abrangente para as pessoas moldadas em forma de T:

“…Concordo com a natureza essencial de satisfazer necessidades, mas eu poderia expandir a ideia de assumir a responsabilidade para além de funcionários, para incluir a comunidade em que o negócio é praticado, o que para as maiores empresas  inclui a maior parte do planeta”. Design Thinking – pensamentos por Tim Brown 

Será que os MBA de hoje são capazes de forma Pessoas “T”?