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Friday, December 02, 2011

The Case for Collaboration.




Henry Chesbrough’s  concept of  ‘Open Innovation’,  (IO) or collaboration, has been steadily gaining traction for the last ten years, but the necessities of the challenges of reducing costs and adding value and being more innovative, for both product service and process improvements means that it is a very bright spot on the radar for many public and private sector organisation, SME’s and academia. If not that its just a little fuzzy image.

For those of you who are aware of IO but are seeking some clarity and trying to get a handle on whether it might be time to take that leap, here are some Beuatiful Questions that might help you decide.

Firstly, just to allay some misconceptions. What IO it isn’t?

It isn’t giving away the family silver
It isn’t about stealing or plagiarisation
It isn’t about commercial espionage

It might be about talent scouting and acquisition though ;)

Most of us start from the point of what we could call a 'Closed Innovation' position. The not invented here syndrome, the belief  that we have all the expertise we need to do what we need to do,  and that sharing knowledge is very risky, both at a personal and company level. The move to paddle on the shores of open Innovation requires that first we have to ask ourselves some searching and possibly painful questions, that change many assumptions.

So....

Do we really have all the smart people we need to deliver this?
…..Or do we need to get our smart people to work with other smart people?

To profit from our R&D do we really need to find, develop and distribute the product ourselves?  or…Does our internal R&D just claim part of the value of a much bigger pie?

Does it matter if, by doing do it all internally, that we are first to market?  Or do we have to originate the research to profit from it?

Do we know what are the real benefits of being first to market? Or ….  With a product or service is it better to have a business model that works better then the market first?

If we create tons of ideas, and have the most and the best will we really win? Or, if we make the best uses of external and internal ideas will that give us the best chance of success

Do we really need to control our IP? Or is it better for us to profit from others use of our IP and acquire others if it help us develop and improve our business model?

If you answer No to the first and Yes to the second then Open Innovation is your path.  If however you answer Yes to any of the first questions, then your competition will, in all likelihood, leave you behind sometime in the next 24 months, if they haven’t already.  Sorry!


Wednesday, November 23, 2011

Beautiful Questions for Innovation No 126


How can we measure success differently?

How do you really get some idea of how innovation impacts your business, and what works so you can do more of that stuff and stop doing the pointless worthless stuff? .The UK being the UK, our obsession with ROI and payback can be a major barrier to true innovation. However, skirting around the logic of the payback opens up the ability for individuals to emotionally engage. We just have to frame the word  success in something other than monetary terms.

This is a Great Question for adjusting the mindset of all the budget controllers and manipulators. It's a big leap as your average manager is so focused on that figure on the bottom right of his business unit spreadsheet as the soul measure.

Consider other non-monetary measures like:

How many staff do you loose per year?
What is your churn in customers?
What is their level of satisfaction,
How many calls you get for product support?


... the list goes on and on... da da da.

The beauty of this question is that opens the individual and organisation mindset to the pain points and focus on the improvements to  products service and services that will, could or won't alleviate these.

Then, if you still have to count and arm wrestle your FD and their logic path, ask them to add up the recuitements costs, tech support manning costs, and the additional marketing activities that need to replace the loss and the churn of customers.

And if that doesn't make them mildly curious and get their erasers melting, as a final note to any CFO, gently remind them that 65% of the net worth of any company is held in its intellectual property.

'Success' is exactly what to you???

Thursday, June 30, 2011

Innovation is about not being small



Our deepest fear is not that we are inadequate.
Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness which frightens us.
We ask ourselves, "Who am I to be so beautiful, talented, gorgeous, fabulous?" Actually, who are we NOT to be?
You are Child of God.
Your playing small does't serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. This is not just in some of us, it is in everyone. And as we let our light shine, we unconsciously give other people the permission to do the same. As we are liberated from our fears, our presence automatically liberates others.
Nelson Mandela 1997

Monday, June 13, 2011

Eighteen top tips for getting creativity into your business, any business



1. Don't always question.
I know it is what most of us do, and what the Gurus told you do in the old days of last year. They implored us to 'Question everything. Challenge every assumption'. You still do that, just don't get obsessed with it. Instead, revitalise the casual conversations and information sharing as a normal business practice. And devote as much as half of your time to developing that dialogue. You can't expect to learn a lot just by challenging your staff. They will, more often than not, give you the answer they think you want, especially if they have to give answers off the cuff. Welcome, without quailification, one another's thoughts and opinions and give them time to respond.

2. Establish a nil tolerance for Mediocre Practice but don't polarise the process and focus too much effort on establishing Best Practice.Instead focus on ways to eliminate worse practice. When is best good enough anyway? A 'best practice' will invariably come out in the end anyway if you are initiating the other 19 ( or so) principles. Well a few of them anyway. Incrementally it is a much quicker fix, for both you and the customer. In any case the question you should be asking is 'Are you benchmarking yourself against the mediocre, the safe, and the obsolete? Is it just a 'me too' action. Do you want to give karaoke performance of Britney Spears or Ella Fiztgerald. For a lot of people Britney is good enough. But for some....

3. Actions SHOUT.
I'd like to introduce you to the CASER principle, with apologies to Gordon Gould, the first man to use the word, laser, whose acronym I have blatantly hijacked. (Laser actually stands for Light Amplification by the Stimulated Emission of Radiation for all you pub quizzers out there, which is why you shouldn't really spell it with a 'z'.)
I have made up my own version. CASER which stands for Creativity Amplification by the Stimulated Emission of Results.

If you can vividly show the effect, good or bad that results from the implementation of their ideas you reinforce the feed back of the original signal. Show them that you take their ideas seriously, and they will trust you more seriously to share their ideas.

3. Actively Look Out.
Scan the distance, not just through the myopia of market analysis or the telescope of your marketing or sales department. That is an awfully narrow field of view. And, have regard not just for at the usual suspects, the competitors in your field or your own market. 

Most of the good ideas don't come from your own staff (Or you for that matter). You are not the stewards of all things 'magnificent'. Humbleness is truly attractive and inspiring. Acknowledgement of others contribution wins friends and accomplices.

4. Experiment Persistently.
Assume absolutely nothing. Enlightened trial and error outperforms any planning of human intellect no matte how flawless their rationale. You can, and must, plan ahead to know where you want to go, and what steps you will have to make to get there.  But then put the plan aside and focus on the first steps. But regularly stop to look at the outcomes of the action and wash, rinse repeat the process.

3. Let go of the need to be right. It's OK to make mistakes as long as you learn from them.
Your mistakes are your experience. Pass it on to everyone. If you malign failure, you destroy entrepreneurship, snuff out innovation and in the end you harm the company. On the other hand if you "forgive and forget" because you want to be that great boss you always wanted to work for, that same mistake will be repeated twice or a dozen times. Failure is normal, accept it, move on but demand that lessons be learned and communicated through the entire organisation.

Expect no less from everyone in your organisation, and as it happens, it works with your family and friends too.

4. Empower but support
It is absolutely all right, positively, to give assignments to people who have never done it before. The rider is that, if you do, then it is your responsibility to provide them with a network of advisors whom you trust. Legitimacy lies in competence as much as what position they may hold in the organisation chart. Position without competence results in disaster. Competence without position results in frustration.

5. Don't refer to the 'Internal organisation'.
Talk about specific people. Referring to other organisations of the company as "them" is laying the ground for future excuses about the lack of results for everyone and blame deflection.
Organisations are almost inevitably impersonal, complex, and change every 24 months anyway. People and communities however are far more stable, resilient and trustworthy.

7. Kill off internal client-supplier relationships.
The internal market approach is the very worst possible form of internal collaboration. It damages the social network and value of the company and paralyses its ability to solve problems for the customer. If you want to reinforce the silo mentality that is the next best way of doing it and kill of any hint of client supplier relationships.

8. Before deciding on a plan, always ask with whom the plan was discussed.
The raison d'etre of the corporate manager is not to come up with the bright ideas, but with ideas shared with other stakeholders. It is a brave and serious  woman, or man, who can reject all proposals and action plans bearing only the signatures of your staff. Brave works.

9. Involve people collectively in your thinking.

If you merely want compliance (at best) rather than real commitment then use managerial authority to deploy programs and plans from the top-down. Then find somewhere comfy to sit back and watch it all unravel. If you want people to adopt your views and act accordingly, you must engage in meaningful conversations with them, and not rely on "cascade down" or "communicate messages". If you have a teenager you will l know exactly what I mean.

Think about the power of stories. No-one is ever really won over by a PowerPoint slide, a chart, will live other peoples mission statements, or an Excel spread sheet. Well they shouldn't be. Nor will they ever adopt for themselves another's goals. In theory, in the short term it may possibly work- short term in this case being the five minutes after the Ra-Ra speech until the next problem hits them as they get back to their desk. For medium or long-term participation you need to connect emotionally (How to do that? Well that is the tricky part and the reason why 99.999% of all managers, including you and me are not Steve Jobs)

10. Management is not so much about delegating to individuals than about organising and empowering groups.
Effective action ("execution") in any organisation is all about coordination and synchronisation. Speed of execution is best achieved by competent people who understand and trust each other and then 
self-synchronise, while you get the hell out of the way. The first job of a manager is to detect who these people are and make sure they work together in the right setting. Or isolate them if they are in a dysfunctional group. Ouch!

11. It's not about giving objectives.
It's about making sure they understand your intent. If they really understand your goals and if it makes sense to them, they will figure out what to do by themselves. It is by far more difficult to articulate a clear intent than to give objectives. Those that figure out that particular trick are the true leaders. Remember the power of the story.

12. Never give targets without negotiating them first.
Giving measurable quantitative targets without negotiating them with those responsible for making it happen is just bad, bad management. But negotiate hard and if you do shift their comfort zone, give them the support to deliver. Not an excuse to fail.

13. Don't Squirrel knowledge (or the coffee)
Don't think that you always know what information is 'good' for your staff. Let them know what you know, give them access to every document you have, unless it is explicitly confidential or for a damn good reason. Don't work on a "need to know" basis. No one ever said 'Oh, that Barry bloke, he communicated way too much'. Let them sort out the information overload. There are plenty of tools and tricks to help them. Even if you do cocoon them they will always find out or jump to conclusions but via half-truths, conjecture, second-guessing, the water cooler whispers and arrive completely at the wrong picture. Paranoia is a part of almost every human activity so don't give it more oxygen. It is far easier to manage any fallout than motivate the disenchanted.

14. History is good - Look back.

Encourage the promotion of the myths and legends. You need to balance market studies, action plans, specifications etc. with case studies, lessons learned, good practices and document the cock ups Spend some time reflecting on past experiences. And embed all new employees and stakeholders with the story. Commitment to the past reaffirms the company's culture and the brand.

15. Don't promote people that sound smart, but those who make sure that smart things happen. 
The company's promotion process is the primary driver of employees' emotional positivity. It isn't money, or perks or glory. It can build or destroy confidence or simply reinforce the CGAS attitude.

16. Don't expect dedication from someone who fears for his job.
All efforts are retarded by the fear of job loss. If you need to fire people, do it at warp speed, and make sure it appears to all as an exceptional event.

17. Never manipulate your staff. You actually can't!
Employees are hypersensitive to inconsistencies and incoherence across an organisation. They immediately detect every ripple of manipulation when they hear conflicting messages. Largely, because they are looking for them and we come circling right back to the paranoia thing again. Establish trusted relations with your peers first. Trust is the bandwidth of communication

18. Get yourself a knowledge technology coach. 
Communication and collaboration technologies are dramatically changing. E-mail for collaboration is becoming extinct. You need to up your game.

Want to drop in any more???

Saturday, June 11, 2011

No time to do a to do list?


No time to do a to do list

If I hear another person say to me, ‘You have to work smarter not harder’ I may loose the plot entirely. It is the sort of consultant speak sound bite that wrankles to the core of my bone marrow. This is not just simply because everyone uses it. It has become a consultant's karaoke mantra, like 'Imagineering' or 'lean manufacturing' or 'just in time'. Urgh! Even simple act of just writing the phrase down gives me that squirmy goose bumps feeling. Because, as a piece of advice, it is sooo utterly useless.

If I was smarter I wouldn’t have to work harder anyway?

I’d love the time to get myself smarter. To be ultra efficient, successful, smug. It can’t be that hard. I mean look at my dingbat competitor down the road. He's playing golf everyday and still finding time to pick up his kids from school and he was in set eight for maths!

‘What you need’ the life coaches and mentors say,’ is to take control of your 'to do' list’. It’s a start I suppose, and I take their point but I am a little bewildered. Exactly which list are they talking about here? Is it the one I have on my Windows Outlook that I started in the airport departure lounge in a fit of organisational sobriety while I had nothing better to do? Would this be the very same task list that I’ve forgotten to update or delete the items I actually did remember to do, that pops up with those annoying reminders every time I open my e-mail?

Or, perhaps they mean the list on that piece of paper in the hole thingy in the car door where you put stuff so it doesn’t disappear into the foot well while your testing your ABS. Under the sticky stack of car parking tickets?

Or, possibly is it the list stuck under the magnet on the fridge beneath the pizza delivery number and the invitation to a swimming party. Please excuse me while I go off at a tangent here, just because I can - Have you noticed that these invites often say ‘Adults are welcome'. Welcome to do what exactly? To turn an interesting shade of pale blue and stand around catching veroucas’ in last year's all too snug swimsuit, trying not to look at competitive cleavage or cesarean scars, and while you try to suck it in to the point of hyperventilation- Mental note to self. Book tanning session at gym before aforesaid party. Membership should actually be used for something. Better put it on the to-do list.

I cant help feeling that there must be some better way of organising our lives. If we can put man on the Moon and crash a beagle into Mars surely we can have bash at some small improvements in personal organisation?

Frankly, I’ve got no tips to offer personally. I could try to delude myself that I am some sort of guru or practitioner in the art of time management. But numerous editors and colleagues will gleefully attest to by deficiencies in this area. Frankly, and I can say this from behind the sofa of anxiety attacks, the finding of this article on my to do list was a bit of a surprise and completing it almost a herculaneum task. Whenever, by some chance of fate, I do actually remember what the knot in my hanky is actually tied to remind me to do, I have to lie down in a dark room with a wet towel on my head to recover from the shock.

But, I know a man, or in this case a women, (why isn’t that so surprising?) who really knows about this stuff. She is one of those adorable American woman who can run a law case in three cities, solve a murder, referee her kid's softball game and figure out how to print out her spreadsheets so that they fit on just one piece of paper and maintain readability without optical aids, all on the same day…And then,  to add insult to injury, she even has the time to share with you, on her life coaching blog site, her daily dose of assertiveness training and motivational adrenalin while casually throwing in the fact that she has today, a well as qualifying as an airline pilot, won the high school moms home baked cookies competition. She is Oprah on speed…

So I asked Melissa.

Melissa’s number one tip is to actually use paper, don’t make digital to do lists on your computer or electronic devices. Now before I get the tree conservationists rounding on me, and rightly so, I probably will need to remind the readers that even though they, and they know who I am talking about, will probably input all the relevant information into the ether of their hard disk, more likely than not they will probably only print this list out anyway. This will take up three lines on a piece of A4 paper, in the corner, and then they will stick it in their filofax or under a pile of papers and loose it. The paperless office is just a mirage. (Interesting side note here. Just read a pamphlet on the paperless office. Did the irony get lost somewhere?).

The advantage of using paper is that you may also use both sides, which will probably be really useful as you have run out paper anyway as you didn’t put ‘getting more printer paper’ on your to do list. The technophiliacs amongst us, may well be using a spreadsheet to help you with managing this list. Now this is fine but, if this is the case, my advice to you is that you and your Excel really should really be getting out more often. I used to work at a company (in fact most of them) where Excel prowess was seen as some sort of light sabre for the Jedi management classes, where management peer respect was judged by your manipulative skills of spreadsheet dynamics. It was not uncommon to see a 'droop' (my collective noun) of managers peering intently over a screen of grids with numbers in hushed conversations about what the benefits of a ‘pivot table’ in this application could be. (See, I know the jargon at least)

But that’s another story, for another time. The point is that paper, to me anyway, is so err …substantial. There is something oddly alluring in experiencing the pleasure of scribbling in the margin and that thoroughly satisfying feeling you get when crossing something off the list. It is the same feeling you get when watching the Sunday afternoon films after your mum’s Sunday dinner and the dishwasher is on its cycle. I know it's pathetic, but these are small battles won.

Somehow, if it is on paper, you feel you own it, it's personal. Digital is antiseptic. Not quite there. Maybe it one of these left side, right side brain things, a psychologist somewhere will undoubtedly have a word for it. Its like your pump bag at school; it may be embarrassing but it is yours and if anyone nicks it you will cry. If you ‘own’ it, you are more likely to take an interest in it and actually do something about it.

M’s next world shattering point knocked me bandy. To be honest she was on a roll and there were several she mentioned actually but I want to build up the excitement. She asked me to ask myself, or indeed you, this question. Should the item even be on your to do list? Does it actually need to be done? What would happen if you didn’t do it? Would the sky fall on your head? Should somebody else be doing it? If not, why not?

I felt a wave of feng shui flow through my nether regions. Here was a new personal mantra. I was aligned! And then she gave me a new chant. Only ever put three things on your to do list. Wow there, mister! Three? Really? But, she added, you need to keep two lists; I knew there was a catch.

Apparently you have to have two lists, one in the back of your filonotethingybook, and one in the front. You move things to the front only when they have to be done. Now this is radical stuff. But it actually makes sense. I can cope with about three things at a time, anymore and I get sidetracked and end up not finishing anything. I can hear the sound of heads being slapped across the Kingdom. There is nothing common about common sense is there? We just need to be reminded about it once in while. Pity it has to be by an American.

My friend also told me to tell you that say if you do something for 21 days you will develop the action into a habit. For most of us getting past 21 minutes is tough enough. There are so many more interesting things to distract us. Like the satellite remote control or putting the kettle on. Not necessarily to make a drink, just put it on and forget you have.

By now light bulbs were popping on in my head like a deserted fairground and a kid with a catapult and grudge but we haven’t finished yet.

Don’t open your e-mail box before you look at the to-do list. E-mail and to do lists are non-compatible. Like olive oil and gravel. Didn’t Bill and his buddies realise this when they wrote Outlook. It has become some unwritten law, but one I’ve never actually seen it in any operations manual, that the reading and the replyment thereof of the new e-mails of the day shall take preference over all life processes in the Universe, even it is only from your mate discussing the lamentable merits of Leeds United FC’s 4:3:3 system. As soon as you hit your mail in-box your intentions to tackle your tasks, keenly honed on the commute to work, are gone like a leaf on the breeze. Take a deep breath and be brave! The World will not collapse into a black hole if you don’t look at your e-mails for ten minutes. Honest Injun!

Finally, two gems Melissa thought we should share in the spirit of sharing and caring as her 'Blogyourwaytolove' web site puts it.

Firstly, prioritise the list, even the three things you have on it. OK, so that is pretty obvious but some tasks are always much more important, relatively. An air traffic controller’s to do list- example, item 3. Must get the other plane to change altitude and course in the next er.. five seconds, has a smidgen more urgency than say, putting together a budget for indoor plant decorations.

How to prioritise though? That’s easy. Number one priority every time, is the completion of task on the list that is going to make my boss look good? After that, really just take a pin and shut your eyes.

Mel's last tip was how to deal with the big items that sometimes appear, hysterically, the week before you go on holiday. For example, the complete, new interactive catalogue for a brand new e-commerce site in fourteen languages that the MD wants to launch at the sales conference in two weeks. Piece of cake!!!

Before we go into M’s solution I just wanted to flag up this Alert! More consultspeak. You may well have been wooed with the idea that you ‘should break these big projects into smaller projects; that you really can ‘eat an elephant, if you do it one piece at a time’ or that ‘epic journeys start with one step’. OK, that’s fine,  I do get that. The fact is though that you will still have to eat some pretty unsavoury bits of an elephant that frankly make the bush-tucker trials look like a picnic. So, and I agree with Melissa here, you should be thinking of ways to make the unsavoury bits more user friendly. Maybe share that task with a friend or colleague. Or better still, delegate.

The Pass the Buck technique only works, of course, if there is actually somebody to delegate to. You may well be looking down from your heady heights at a responsibility vacuum. The clue for you here that this strategy won’t work for you is when you realise that you don’t actually have to appraise anybody yourself.

Or, you could try to do it in a different way, in another environment. Like brainstorming at Starbucks and wash it down with a Caramel Machiatto to get rid of the taste.

Speaking of which, that reminds me, I notice that beverage replenishment is fast approaching on my mental to do list. Now if I could only find my filofax, make sure my MacBook is charged up and my IPAD is synced I’ll be in complete control of my appointments, contacts and list and able to work on the run. I’ll be off but before I do I will leave you to ponder this.

In the words of Melissa. ‘The knot in the hanky of life is there to simply to remind you. It won’t do it for you. Getting your thumb from out of your arse will always help’. Thanks Melissa. Hold on a sec, was she talking about me? Must add doing a to do list on to my to do list.

Tuesday, May 17, 2011

What big companies can learn about Innovation management from micro businesses

Sat in a Primary Care Trust board-room. I'm waiting to present to a senior management team. They need to get innovation"'more embedded" in their employees.  How to do it?


They look bewildered that I don't want an overhead projector. That I haven't even got a laptop. I don't need a flip chart? 


I ask them just one question. 


'What makes you feel good about your job?' Each one answers. Nervously at first. Lots of shuffling in seats


I say, 'That is it - The crucial first step'.  You have just done it. Listening to your colleagues is step one. Let them tell their story. They know it better than you ever will.  And each person is their own micro-business. 


I say 'any questions?"  People smile and write something down on their pads.  I say 'then now we shall begin'..