Business Renaissance

Because we live so long within the same box, when we want to solve a problem or provide something new and amazing, we can see that we used to think without having confidence in divergent opinions, especially those that arise out of the box.

But we can combine the two forms, both inside and outside the box and build a new without box or with a system of communicating vessels to ensure the flow of ideas and provide the collisions of internal and external points of view.

This new way of thinking, makes shine communication, increases confidence and highlights common attributes and points of interest, such as comprehension, allowing an overall view of the problem.

Organizations that believe in innovation and verify that within its walls there is no capacity to respond to the challenges posed to them do not have another exit, to survive, but to seek abroad the inspiration for their new business model.

This demand however will require an extra effort of understanding the problem and its resolution forms and will require the construction of a new mental model, which often requires the abandonment of some old beliefs, certain assumptions or implies even unlearn.

A mental model is a representation of a situation that involves our vision of that situation and frames our thinking, perception and action. It is a set of beliefs about a given situation.

For example, the expression “business is an art” represents a mental model that implies that the activities of the business move as an inspiration for creative work and not as a preparation for a competition many times without rules or ethics.

Companies today are called to a new challenge which translates into thinking innovation every day and to turn this thought into a new business model.

Gary Hamel argues that, to achieve this level of continuous innovation “it will need, new values, new processes for innovation, a greater adaptability, the infusion of passion in the workplace and a new belief system or ideology”.

We need to travel from times where questioning hierarchies was bad and the costs were the dominant emphasis (traditional business model), for the times when questioning is a fundamental need to develop critical thinking in order to impregnate significance when creating value through a collaborative work.

This way people reach simplicity, durability and sustainability of a spirit of innovation, and reinforce themselves continuously!

Despite all appeals in the world of management, a new mindset and find what really matters can take time because managers have accommodated themselves to the old “principles” and analytical assumptions and think that creativity is just to decorate the offices.

So what matters now?

Values:

As trust has waned, the regulatory burden on business has grown. Reversing these trends will require nothing less than a moral renaissance in business.

Innovation:

Successful products and strategies are quickly copied. Without relentless innovation, success is fleeting. …there’s not one company in a hundred that has made innovation everyone’s job, every day. In most organizations, innovation still happens “despite the system” rather than because of it. …innovation is the only sustainable strategy for creating long-term value.

Adaptability:

Problem is, deep change is almost always crisis-driven; it’s tardy, traumatic and expensive. In most organizations, there are too many things that perpetuate the past and too few that encourage proactive change. The “party of the past” is usually more powerful than the “party of the future.” In a world where industry leaders can become laggards overnight, the only way to sustain success is to reinvent it.

Passion:

The average workplace is a buzz killer. Petty rules, pedestrian goals, and pyramidal structures drain the emotional vitality out of work. Maybe that didn’t matter in the knowledge economy, but it matters enormously in the creative economy. The problem is not a lack of competence, but a lack of ardor.

Ideology:

Whatever the rhetoric to the contrary, control is the principal preoccupation of most managers and management

What creates value today is the unexpectedly brilliant product, the wonderfully weird media campaign, and the entirely novel customer experience.”

This true reinvention of our way of being when we are facing business models has already some places for reflection.

There seems to be no doubt that some companies (Ex: Apple-one in a hundred) realized that innovation in products, services and business models is the only strategy to create long-term value.

Some companies have also found that there are little things that conspire together to truly make a product exceptional, i.e. products that work intuitively, reliable and without secrets.

 

What do you think of this?

 

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One Response to There are executives who know everything about costs but nothing about value

  1. Dawood Chishti says:

    You have simply created that is need of time.

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