Weekly Download 14.17
Posted: August 6, 2014 Filed under: Change, Innovation, Leadership, Weekly Download Leave a comment
Here’s a recap of news and notes from around the Web that caught my attention over the past week or so.
Don’t Let Incumbents Hold Back the Future. Instead of protecting the past from the future, what about protecting the future from the past to allow innovation to flourish?
As Pharma Jobs Leave N.J., Office Space Ghost Towns Remain. Innovation in pharma has shifted from large legacy suburban corporate campuses (some due to merger) and appeared in/near large research based universities. Is this trend a harbinger for large monolithic corporations? Does it reflect the new economy where coordination can happen outside of large formal hierarchical organizations? Does it reflect the new worker driven by independence, passion, and meritocracy? Could this also be happening in software technology where the traditional front runners in innovation give way to an ecosystem of innovators and entrepreneurs? Perhaps it has already happened.
Going beyond facts and figures, business leaders who know How to Tell a Great Story have an advantage over others. Good stories attach emotions to things and create “sticky” memories.
To Change the Culture, Stop Trying to “Change the Culture.” Taking on an entire culture is too big of a mountain to climb all at once. Smart companies start by taking on smaller efforts that, over time, will culminate in larger change.
No, this isn’t the Onion, it’s the BBC. A gymnasium exclusively for dogs has opened. What’s next?
Mandela Lessons
Posted: July 1, 2014 Filed under: Leadership | Tags: Nelson Mandela Leave a comment
Nelson Mandela (July 18, 1918-8 – December 5, 2013) was one of the great world figures of our time. His story of triumph over adversity seems more like Hollywood fiction than reality. Author Mark C. Thompson reflects on a conversation he once had with Mandela in Mandela’s Five Strategies from Davos. Here are a few Mandela quotes excerpted from the article:
“It always seems impossible until it’s done.”
“Do not judge me by my successes. Judge me by how many times I fell down and got back up again.”
“Lead from the back — and let others believe they are in front.”
“Resentment is like drinking poison and then hoping it will kill your enemies.”
In my years of consulting—both from the outside and inside of organizations—I have particularly practiced two of these five points.
First, there were many projects that seemed nearly impossible. Looking back, it almost seemed crazy that we tried. One was the launch of Sprint Wireless. There were 225 Ernst & Young consultants racing the clock to help launch a company in 10 months. It came together. Perhaps not as smooth as anyone would have liked, but it happened, it improved and endured. The second was a turnaround of Techline’s cabinetry manufacturing. We implemented make-to-order processes, redesigned the core product, changed suppliers, changed the mix of distribution, and many other things in a short period of time to reduce monthly losses. The company continued operations for 10 years, finally closing last month. The projects were done, showing that in the end they weren’t impossible.
Second, leading from the back. This was a critical learning as an external consultant, but equally important as a leader. Help others achieve their potential, develop them by putting them at the front of the room. Provide the opportunities, coach and mentor. They (clients or co-workers) will be far better for it.
Enjoy the article which captures Mark Thompson’s late night conversation with Mandela.
Weekly Download 14.12
Posted: June 27, 2014 Filed under: Business, Leadership, Weekly Download | Tags: Apple, lizard brain, NPR Leave a comment
Here’s a recap of news and notes from around the Web that caught my attention over the past week or so.
How Did The Meter Get Its Length? If a foot equals 0.3048 of a meter, what is the length of a meter based on? Hint: it took a long time. Perhaps the precision wasn’t worth the effort!
Reinventing the Wheel gives proof that challenging historical conventions can make sense.
A corporate giant continues to evolve. The last time Apple split its stock, it was a completely different company. This month Apple’s stock split 7-for-1. What’s new since their last split in 2005?
The lizard brain is at work again, this time impacting our response to constructive feedback. When listening to criticism, don’t use the wrong part of your brain. Instead, tap into the mammalian side.
ZMAB15 