Implementing Innovation (Stanford Leading Innovation notes)

Knowing doing gap. A decision by itself means nothing

Turning knowledge into action

Avoiding the smart‐talk trap

  • Smart talk happens now, smart action  happens later
  • Some organisations and bosses make things  worse by rewarding smart talk rather than  smart action

Don Peterson, ex CEO of Ford, credited with keeping the company alive in the 80s, ‘Ford was so desperate to save the company, that even though I’m a boring guy, they put somebody in charge who actually knew about cars’ 

Put people in management positions  who understand the work (they’re less likely to engage in rhetoric and get to the nitty gritty)

No whining! Stop the complaints, Step up the action

Recreational whining vs. bitter deep complaining

Simple language and repetition: “I keep it Sesame Street Simple.” A.G. Lafley, Procter & Gamble (especially for instructions). Say the thing  simply, over and over, till it gets done

Simple strategies are easier to  implement Apple products, circa July 1997: “We couldn’t even tell our  friends which ones to buy” Steve Jobs

Perry Klebahn: Keep momentum, keep focus, get good ideas out. Use resources well. Focus and flair. Be clear about process (the ideas don’t necessarily go away. Respect the work and keep the ideas for later (Teddy Ruskin left on the shelf until Toy Story 3))

Mauria Finlay: It’s brutal. Getting things done in large organisations is brutally hard. Just keep doing it. You have to believe enough to make it happen

Start-ups are about deciding on what to actually expend effort on. It seems like people can’t have more than two priorities at a time

Three final lessons

The Best Single Diagnostic Question. What happens when people fail?

  • There is no innovation or learning without failure.
  • Do you forgive and remember?
  • Failure sucks but instructs! (Trying is the first step to failure (Homer Simpson))

Innovation means SELLING, not just  inventing, ideas, experiences, and things

  • Why Robert Fulton gets credit for “inventing”  the steamboat
  • Thomas Edison’s greatest talent

What effects do you have on the  people around you? After they interact with you, do they have more  or less energy?

Author: briney001

Technology Innovation Manager. Thinks disruption and ideas are good things. Adept at developing shared understanding, and framing problems as opportunities