Currently viewing the tag: "Saul Kaplan"

Quatro verbos!

Depois de tantas dissabores nos mercados parece que agora  estamos a sair de uma era de liderança cinzenta e começamos a perceber que os atalhos nos negócios para ganhos rápidos não fazem sentido e que a nova era é uma era de possibilidades.

Agora é necessário que os executivos reconheçam esta nova era e façam um esforço para transformar o mais vulgar dos produtos e serviços em algo mais gratificante e consequentemente mais memorável.

Esta é uma abordagem evolutiva que nos conduz ao pensar design e á estruturação de comportamentos, deixando para trás a nossa velha “capacidade” de prever o futuro com base nos dia de hoje.

As organizações orientadas para pensar design colocam o pensar design no coração da empresa para orientar a inovação e para a melhoria contínua de produtos ou serviços e reconhecem que essa orientação conduz à diferenciação, a uma manutenção da base de clientes e mais lucros.

“Se estamos à espera de longos planos de negócios com uma análise financeira detalhada e estudos aleatórios, duplamente cegos para nos dizer se um novo modelo de negócio é viável ficaremos à espera muito tempo. Isso não é como um modelo de negócio de inovação funciona. É preciso exploração apaixonada, que é mais iterativo do que a metodologia científica tradicional. É preciso pensar design e processo combinado com narrativa poderosa para criar modelos de negócios novos. Precisamos tentar mais coisas e pensamento de design e processo pode ajudar.” – Saul Kaplan

É de facto na paixão pela exploração, mas também num estado de espírito de experimentação constante, que as organizações devem depositar o seu potencial nuclear para alavancar uma evolução com significado e sustentável. Quanto mais rápidas forem as iterações mais rápida será a evolução pretendida.

Mas não é um caminho com chegada! É um caminho que evolui, onde as coisas nunca estão completas e onde os produtos e serviços são propostas de valor para um dado momento, mas não são eternas.

First Direct, um banco britânico, projetou todas os seus pontos de contacto de serviço com tanto cuidado que se tornou a marca financeira mais referida no Reino Unido, com mais de 82 por cento dos clientes felizes para recomendar aos amigos…

Então isto é uma chamada à ação para executivos reconhecer esta nova era e fazer um esforço para transformar até mesmo um mundano produto ou serviço em algo mais gratificante e mais memorável. Tente avaliar cada elemento do seu produto ou serviço e melhore-o — para ver o design não apenas como uma coisa de marketing, mas como uma verdadeira fonte de vantagem competitiva, de satisfação clientes e funcionários e, por último, uma rota para maiores lucros.”

Este pode ser um exemplo que vem reforçar a necessidade de pensarmos o pensar design numa abordagem evolutiva. Ela é evolutiva não só por contraposição à abordagem clássica de extrapolação mas também porque o processo de aprendizagem aí incorporado nos transforma à passagem por cada iteração e nos conduz a diferentes resultados.

A nossa capacidade de fazer conexões entre coisas aparentemente desconexas impulsiona uma nova aprendizagem e criatividade dando origem a novos ciclos de melhoria ou até de inovação disruptiva.

As organizações e nós, como parte integrante que somos delas, podem e devem alicerçar o seu crescimento (evolução) em quatro verbos:

Perguntar – Fazer perguntas para remover restrições ou constrangimentos que impeçam o crescimento ou adaptação.

Interagir – Em redes, com pessoas de diferentes origens que forneçam o acesso a novas maneiras de pensar

Observar – A observação é uma fonte extraordinária de estímulos do mundo que nos rodeia.

Experimentar – Tentar criar (aqui e em qualquer lugar) coisas novas e melhores (mais significado e propósito) que as que já existem.

“Precisamos de mais designers loucos focados em inovação de modelo de negócios e experiência de cliente. Se você não tiver talento do design na sua organização fazendo mais do que design de produto e Web site você está a cometer um erro. Quer você esteja interessado em inovação do modelo de negócios ou não você deve alavancar design thinking e processo para melhorar a experiência do cliente. É um requisito para a inovação do modelo de negócios. Na verdade, talvez nós precisamos bater juntas as cabeças de cientistas loucos e designers loucos. – Saul Kaplan

Um modelo de negócio evolutivo?

Quer comentar?


Enjoy this readings!

 

Innovate By Hacking Capabilities by Saul Kaplan

Capabilities are the amino acids of innovation.  They are the building blocks that enable value delivery.  Innovation is a better way to deliver value and is often the result of repurposing existing capabilities.

 

Harnessing Ignorance to Spark Creativity by Bob Sutton via Ralph-Ohr

I just got an email from a writer who was checking to see if I had argued — in a talk long ago — that true innovations come from people who ignore customers.

Passion and Wisdom by John Hagel

Passion and wisdom. Youth and age.  Most of us would say that these are two ends of the spectrum.  Many say that one can either be passionate or wise, but not both.  Passion typically prevails in one’s youth while wisdom gains prominence with age and experience.

 

The Opposition Strategy by Jorge Barba

One great way to stand out and differentiate is to do the opposite of what everyone else is doing. An opposition strategy is usually the result of challenging long held assumptions of how things are done, this is the domain of us ‘crazies’ who question authority.

 

The Role of Strategy by Tim Kastelle

There is a terrific quote in Creative Disruption by Simon Waldman about strategy. It is from Markus Reckling, the Managing Director of Corporate Development for Deutsche Post – here’s the quote plus Waldman’s interpretation:

 

This Is Your Brain on Metaphors by ROBERT SAPOLSKY via Riita Raesmaa

Despite rumors to the contrary, there are many ways in which the human brain isn’t all that fancy. Let’s compare it to the nervous system of a fruit fly. Both are made up of cells, of course, with neurons playing particularly important roles.

Great Advice on Open Innovation from Intuit by Stefan Lindegaard

A few weeks back, I wrote a blog post, From Archer to Magnet: A Good Goal for Open Innovation, which was based on a recent meeting with Jan Bosch, VP of Open Innovation at Intuit.

Have a nice week!

A lot of wisdom and inspiration

 Innovation – do you WANT to win? Well, do you? By Boris Pluskowski

“Authentic” is undoubtedly one of most echoed words in the Social World nowadays – applied especially liberally when explaining to companies the means by which they should be conveying themselves to the broader world in order to be heard.

The Wal-Mart Disease by Adam Hartung

Have you noticed how many of America’s leading companies have done nothing for shareholders lately?  Or for that matter, a lot longer than just lately.  Of course General Motors wiped out its shareholders.  As did Chrysler and Circuit City.  The DJIA and S&P both struggle to return to levels of the past decade, as many of the largest companies seem unable to generate investor value.

 

Micro-Volunteering – Innovation At Its Finest by Deb Mills-Scofield

You know all that time you spend waiting?  In line, at school, the doctor’s office, soccer practices, the bus or train? Well, what if you could use that time to do something great for someone else?  That’s the premise of The Extraordinaries , a crowdsourced micro-volunteering company started by three 20-somethings, Jacob Colker, Ben Rigby and Sundeep Ahuja.  Jacob told their story at last month’s BIF-6 conference (which is still causing a buzz).  And this has to be one of the coolest innovations I’ve seen in years.

Jack Welch on Management by Kathie Thomas

Following Bill McDermott, the former Chairman and CEO of General Electric (GE), Jack Welch shared his thoughts on everything from leadership to the Obama Administration in an energetic question and answer session.

Deciding On Your Big Strategic Innovation Move? Don’t Forget One Small Detail: How Do You Make Money? By Idris Mootee

Technology-based companies typically make one common mistake: They get too caught up in technological innovation, particularly developing new technologies, or get too obsessed with the next killer technology and thinks the world evolves around their latest invention

Welcome to the first broadcast of Core77’s Hand-Eye Supply Curiosity Club by Shaggy

Our first speaker Mark Tieszen has spent 7 years as a professional Telemark skier. Mark’s transition from athlete to designer gives him a unique perspective on the relationship between the designer and user in the process of developing athletic equipment.

ARM President Sees ‘Three Phases’ Of Tablets by Elizabeth Woyke via @Brioneja

Tudor Brown, the President of ARM Holdings–the world’s leading supplier of semiconductor intellectual property–thinks tablets will be a big deal. He also believes they are far from meeting their full potential.

Innovation Lessons From Bees by Saul Kaplan

We can learn a lot about innovation by observing the social behavior of honeybees.  Who hasn’t been riveted by devastating stories of colony collapse? 

Have a good Weekend!

 

In 01/01/2001

Welcome to the 2001 Weblog Awards™. I’m Nikolai Nolan, and I’ll be your host for this month.

The Bloggies ™ are publicly-chosen Weblog Awards Given to Those related to writers and weblogs in 30 categories. And not much more introduction is necessary. Here are the rules:

 

Best article or essay about weblogs

What the Hell Is a Weblog? And why leave me alone Will not They? By Derek M. Powazek

I fell in love with the web to long time in August It entered my bloodstream Like a virus, took root, and changed my life forever. And, Almost Immediately, the virus spread to HAD.

I made piles of homepages, the oldest of Which are lost forever in the digital ether. I did my college thesis online. I got a job in the biz. I started with lofty goals vague projects like “doing it right.” I cared too much.

And You Can read today 10/10/10:

Modernizers, preservationists and Innovation by Tim Kastelle

Adam Thierer wrote a terrific post today exploring his theme optimists and pessimists major ongoing Comparing Internet. Has he written a very interesting series of posts Assessing the arguments of the pessimists That Think That the impact of the Internet on society is Generally bad (eg Nick Carr, Andrew Keen, Jaron Lanier), and the optimists think That That the Internet is transformational , and positive (eg, Clay Shirky, Kevin Kelly, all the guys Cluetrain Manifesto).

How to fight the confirmation bias by Jorge Barba

Aha! you got an idea and you want to add the research to know if you’re idea has wings. You set up google alerts, hashtags on twitter about related topics, follow people in the know, join related groups on Linkedin, etc.. .. You know the drill!

The future of open innovation by Oliver Gassmann, Ellen Enkel & Henry Chesbrough via @ ralph_ohr

Institutional openness is becoming Increasingly popular in practice and academia: open innovation, open R & D, and open business models. This special issue builds on the concepts, underlying Assumptions and Implications discussed in two previous R & D Management Special Issue (2006, 2009).

The Power Of Storytelling by chrisbrogan via @ Ariegoldshlager

Storytelling is the most powerful way to put ideas into the world today.
-Robert McKee

Innovation by Measure Outcomes Saul Kaplan

If Boston, NYC, San Francisco and are the top three U.S. cities of Their Economic why innovation, education, health care, energy systems and produce the results the Same Poor cities around the rest of the country?

Return on Failure: The Equation by Deb Mills-Scofield

What is failure? When things go According to the plan or not expectations, ending up with unexpected and / or undesired outcomes (Which We Can argue Could Have Been avoidable, or not). The key is ‘undesired’ – because if They Were not desired or expected and planned, That would still be great! But the Will we see, failure is a terrific way to learn. Maybe We Could measure the Return on Learning Failure: ROF.

 

What makes a great-capable Innovation Culture? By Drew CM

The part of Our ongoing research into how Organizations are building innovation-capable cultures, Primed Associates is conducting a new survey on the drivers of innovation culture. This survey Will Assess the current state of an organization’s support for processes, systems and behaviors That Influence ITS culture of innovation.

Mood and the Impact of Memorable Experiences by Mike Brown

Yesterday’s video with innovation gurus Stone Payton and Todd Schnick was shot last Wednesday night at # InnobeerATL to get together planned for the original # Innochat innovation guys along with friends from Atlanta and some of the AMA Marketing Research Conference and social media team.

I think reading is fun!

Enjoy it!

The Power of Co-Creation by Terry Kosdrosky via @ariegoldshlager

A Q&A with marketing professor Venkat Ramaswamy.

The traditional goods-and-services model of business is getting a makeover. Shoe companies, fashion houses — even cement companies — increasingly are engaged with customers, suppliers, and other stakeholders in a quest to co-create value.

 

Prepare for the unexpected by Jorge Barba

Imagine that you are a pilot and you have to fly through a 5 mile canyon upside down. It’s actually kind of hard to imagine because it’s not something you’re trained to do but it’s something that could happen in a real life situation.

 

Innovation and Porter’s Value Chain by Jeffrey Phillips via @ralph_ohr

I’m reviewing the relationship between a number of tried and true strategic management models and innovation, to see if those models and concepts hold up under the increasing importance of innovation.

 

Great Quotes on Open Innovation by Psion by Stefan Lindegaard

I just went through the tweets from our recent Twitter Chat with the executives from Psion and I found some great quotes worth sharing.

Seek Conflicting Views to Improve Innovation by Tim Kastelle

Innovation occurs when we creatively connect ideas in new and novel ways. If we are trying to differentiate ourselves, or our organisation, we need to be able to do this well. One way to approach this is to consciously seek out viewpoints and information that we normally wouldn’t encounter, or which conflict with our normal world view.

There Is One Thing That Is In Common Between Apple And China. Both Are Unstoppable And Locomotives Of Innovation For The Future. By Idris Mootee

It is so fascinating that everywhere I go in China this week, people are trying to sell me the Chinese versions of iPhone, iPad and other iThings that Apple has yet invented.

Sex and Smart Phones by Dan Ariely

Popular online dating site OkCupid recently released some numbers users reported regarding their sex lives. One interesting correlation was between smart phone usage and number of sexual partners. As you see below, women iPhone users (at the age of 30) report having had 12.3 sexual partners, over twice as many as women Android users. Male smart phone users show a similar jump: from 6.0 sexual partners on Android to 10 on the iPhone. Blackberry users fall almost exactly in the middle.

Bad Is Stronger Than Good: Why Good Bosses Eliminate the Negative First by Bob Sutton

Of all the tunes in the Johnny Mercer songbook, the most generally beloved must be “Accentuate the Positive” — whether your favorite cover is Bing Crosby’s, Willie Nelson’s, or someone else’s.

Stories Can Change the World by Saul  Kaplan

“Facts are facts, but stories are who we are, how we learn, and what it all means.”  My friend Alan Webber, Co-founder of Fast Company and author of Rules of Thumb, has it exactly right. 

Have a nice week

(Texto em Português depois deste)

Gambling can be fun!

In a recent article, Chris Brogan makes an analogy (in part) very insightful about our attitude to the game and for life!

Chris leads us to consider three different situations:

1 – The game you see.

“You also see the success without thinking about the sacrifice. You also see the stumbles without thinking about what they teach me. There’s the game you see, just like I see only part of your game.”

The game you see is not always the game you’ll see play because, first, our endless desire to play a certain game upsets our perception and diverts our original intentions, and secondly , the game we see is the game, they want to show us.

Already some time ago that we see innovation with games varied, full of different concepts including the concept of innovation. It’s a game of knowledge and a game of seeing and looking. This however does not preclude continuing to look forward in order to participate in building a future.

It is an evolutionary game where you learn from the good and bad practice!

Saul Kaplan, Says “Innovators spend very little time looking in the rear view mirror. They tend to be forward thinking and looking… Looking in the rear view mirror magnifies the view from behind making objects seem closer than they really are. This distorted view puts too much emphasis on the past and is troubling to an innovator trying to create the future. While situational awareness is important innovation is about creating new and better ways to deliver value. It is about moving forward and away from intransigent models and systems that only appear larger in the rear view mirror than they really are. Fixating on the past looming large in the mirror is not helpful other than to motivate the innovator to enable change faster.”

This is a first approach that I make in innovation, seek information, identify environments and reflect on the characters and on their credibility for the purpose that I intend.

But it’s missing another step that is to understand the enormous amount of data and information that reaches me as well as rules that are shared or not.

2 – The game you can understand.

“It’s the same with all of us. Lots of times, you might not yet sense the dimensions of that new game. Sometimes, others around you might know that you don’t yet sense it. Depending on your relationship to them, they may or may not be helpful (and nudge you towards that new game) or they may be hurtful, and snatch that new game away from you before you’ve noticed it missing.”

But if we pay attention to what Gary Hamel says, perhaps we can better understand the interplay of innovation and business. This is because innovation without business is pure invention!

“If there’s one thing we need to understand about this bruised business environment, it’s this: Yesterday’s success has never mattered less. Today’s success has never been more fragile. Tomorrow has never been more uncertain. And the courage to lead the kind of change that it takes to survive — or, even more important, to win — in this world has never been in such short supply.”

So I think understanding is not enough, it takes courage to face and claim that consolidating our information and that often are intentionally omitted.

Finally, there are firms (we at OVO are one) that think of innovation as a consistent business process.  In other words, we believe innovation can be a process that anyone can follow within your business, much like a purchasing process or other established process, says Jeffrey Phillips

Well, we see and look, we try to understand and we understand enough to know what game we want to participate ?

The game that you want to play.

“If I spent more time worrying and feeling bad about the game I wanted to play, I’d have missed the opportunity to master the game in front of me.

Sometimes, we get these reversed. We think we want to play another game, and we think we have the wrong game in front of us. But lots of times, that’s just an error in perception, or in our growth. A lot of times, the game in front of us is the better game. We just haven’t learned how to play it well. Yet”

Maybe some important and useful information that Pisano and Verganti provide us in “Which Kind of Collaboration Is Right for You ?” by saying that a company or who represents before making a choice of collaboration (do you see collaboration as a game?) must answer two fundamental questions in accordance with the structure and principles of organization.

How open or closed network of collaboration should be?

Who should decide what problems the network is to fight and what possible solution ?

Deep down they suggest four distinct games that we may be, want to play , all depending on our “DNA “and potential behaviors:

– Collaborative networks closed and hierarchical – Circle elite.

– Networks of open collaboration and hierarchical – Center for innovation.

– Open networks of collaboration and flat – Community of innovation.

– Collaborative networks closed and flat – Consortium.

For more information about these four games you may consult Intuinovare!

Make your move !

Inovação – Qual é o meu jogo?

Jogar pode ser divertido!

Num artigo recente, Chris Brogan faz uma analogia (parcial) muito perspicaz sobre a nossa atitude face ao jogo e face à vida!

Chris leva-nos a reflectir sobre três situações diferentes:

1 – O jogo que vês.

“Você também pode ver o sucesso, sem pensar no sacrifício. Você também pode ver os tropeços, sem pensar sobre o que me ensinar. Há o jogo que você vê, como eu vejo apenas uma parte do seu jogo.”

O jogo que vemos nem sempre é o jogo que se vê jogar, porque, por um lado, a nossa infinita vontade de jogar um determinado jogo transtorna a nossa percepção e desvia as nossas intenções iniciais, e por outro lado, o jogo que vemos é o jogo, que nos querem mostrar.

Já, há algum tempo que em inovação se vêem jogos variados, plenos de conceitos distintos incluído o próprio conceito de inovação. È um jogo de conhecimento e um jogo de ver e olhar. Isso contudo não impede que se continue a olhar em frente na perspectiva de participar na construção de um futuro.

É um jogo evolutivo onde se aprende com as boas e as más práticas!

Saul Kaplan, diz que “Os inovadores passam muito pouco tempo a olhar no espelho retrovisor. Eles tendem a ser pensando e olhando para a frente…Ao olhar pelo espelho retrovisor amplia a visão por trás fazendo com que os objectos pareçam mais próximos do que realmente são. Esta visão distorcida coloca muita ênfase sobre o passado e incomoda um inovador ao tentar criar o futuro. Enquanto a consciência situacional é importante a inovação é acerca de criar novas e melhores maneiras de entregar valor. Trata-se de avançar e de manter distância de modelos intransigentes e sistemas que só parecem maiores no espelho retrovisor do que realmente são. Fixar a atenção, nos últimos objectos ampliados no espelho, não é útil, em vez de motivar o inovador para permitir a mudança mais rápida.”

Esta, é uma primeira abordagem que faço, em inovação, procurar informação, identificar ambientes e reflectir sobre os personagens e sobre a sua credibilidade para os fins que eu pretendo.

Mas falta um outro passo que é compreender a enorme quantidade de dados e informação que me chega bem como as regras que são ou não partilhadas.

2 – O jogo que compreendes.

“É o mesmo com todos nós. Muitas vezes, podemos não sentir ainda as dimensões desse novo jogo. Às vezes, outros em torno de nós podem saber que ainda não o sentimos. Dependendo do nosso relacionamento com eles, eles podem ou não ser úteis (e deslocar-nos para esse novo jogo), ou podem ser dolorosos, e desviam esse novo jogo para longe de nós antes notarmos o que falta.”

Mas se prestarmos atenção ao que Gary Hamel diz, talvez possamos compreender melhor o jogo da inovação e dos negócios. Isto porque inovação sem negócio é pura invenção!

“Se há uma coisa que precisamos entender sobre esse ambiente de negócios machucado, é isto: o sucesso de ontem nunca interessou tão pouco. O sucesso de hoje nunca foi mais frágil. O amanhã nunca foi tão incerto. E a coragem de levar o tipo de mudança que é preciso para sobreviver – ou, mais importante, para ganhar – nesse mundo nunca esteve tão em falta.

Por isso, eu acho que compreender não basta, é preciso coragem para enfrentar e reclamar aquilo que consolida a nossa informação e que muitas vezes nos é, intencionalmente, omisso.

Finalmente, há empresas (na OVO somos um), que pensam na inovação como um processo de negócio consistente. Por outras palavras, acreditamos que a inovação pode ser um processo que qualquer um pode seguir dentro de seu negócio, bem como um processo de compra ou outro processo estabelecido, diz Jeffrey Phillips

Bom, vimos e olhamos, tentamos compreender e compreendemos o suficiente para saber em que jogo queremos participar?

O jogo que queres jogar.

“Se eu gastar mais tempo em preocupações e mau pressentimento sobre o jogo que eu queria jogar, eu terei perdido a oportunidade de dominar o jogo na minha frente.

Às vezes, temos estes reversos. Pensamos querer jogar outro jogo, e pensamos que temos o jogo errado na nossa frente. Mas muitas vezes, isso é apenas um erro de percepção, ou no nosso crescimento. Muitas vezes, o jogo diante de nós é o melhor jogo. Nós apenas não aprendemos a jogar bem. Ainda!”

Talvez seja importante alguma informação útil que Pisano e Verganti nos fornecem em “Which Kind of Collaboration Is Right for You?”, ao dizer que uma empresa ou quem a representa, antes de fazer uma escolha de colaboração deve responder a duas questões fundamentais de acordo com a estrutura e os princípios da organização.

Quão aberta ou fechada a rede de colaboração deve ser?

Quem deve decidir que problemas a rede deve combater e quais as soluções a adoptar?

No fundo eles apontam quatro jogos distintos que poderemos querer jogar, tudo dependendo do nosso “ADN” e potencial em comportamentos:

– Redes de colaboração fechada e hierárquica – Círculo de elite.

– Redes de colaboração aberta e hierárquica – Centro de inovação.

– Redes de colaboração Abertas e planas – Comunidade de inovação.

– Redes de colaboração Fechadas e planas – Consórcio.

Para mais informação sobre estes quatro jogos pode consultar Intuinovare!

Faça o seu jogo!