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 … Continue Reading Implementing Innovation (Stanford Leading Innovation notes)

Leading Creative Teams (Stanford Leading Innovation notes)

Building the team Superstars aren’t lone geniuses or  dazzling independent performers The “lone inventor” is a myth:  Great innovations happen in social/ teams and networks. Darwin’s network and team (esp. by correspondence, also a ‘PR’ team who defended his ideas) Thomas Edison’s lab (lousy inventor but great at building the lab and business) The duos that started HP, Sun, Yahoo!, and  Google (Facebook, Zuckerberg and all) Leader’s goal = the “product” at the Hasso Plattner  Institute of  Design: Creative Collaborators Who are the real superstars? People who spread their ideas to others Borrow ideas from others (and give them  credit) and help others succeed. GE, IDEO, Genencor, McKinsey, and P&G – very different reward systems, all the same  philosophy: If … Continue Reading Leading Creative Teams (Stanford Leading Innovation notes)

Routine vs. Creative work (Stanford Leading Innovation notes)

Bob Sutton: Simplified: Innovation = Creativity + Implementation Diego Rodriguez (IDEO) (to clients): What is your space for failing? (also, what are the acceptable forms of failure in your organisation?) Note. Rodriguez now prefers ‘accelerated learning’ to failing (or ‘rapid learning’ rather than ‘rapid failing’). Avoid a single ‘prototyping/ innovation room’ … Continue Reading Routine vs. Creative work (Stanford Leading Innovation notes)