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Posts Tagged ‘innovation’

In fact, there’s a growing revolution inside. The most weird thing is that it comes from where raw materials are scarce, the opposant scary and no means. The initial innovation, consuming and wasting capital and buried in pyramidal and lone structures could play its last chance. “Jugaad”, that means “breakthrough growth” or “coping with innovation” in Hindi plays a new role for innovation. More flexible, open and simple. Something to reboot ourselves and renew true mindset, to give hope to despair mass and create a ongoing movement to new creation.
Jugaad Innovation is defined around 6 principles, where collaborative thinking and acting are king:

  • Search for opportunities in adversity: most of the times, any company gives up facing adversity or difficulty, because of wasting time, money or fearing of failure. We all prefer comfort zones to risk. Then comes Juggad that draws energy and interest from adversity and resistance. Jugaad brings pride, energy and passion to overcome the obstacle. Learn to deal with adversity is one of the keys of Jugaad Innovators, like a new innovation mindset.
  • Do more with less: we may soon live with less. Less raw materials, less growth, less employment, less time…It’s now time to do more with less, re-use things designing them differently. Reinvent different uses and reinvent ourselves. Think for example to use wastes for others capabilities, without being obliged to recycle them. When you live all days with adversity and obstacles, you quickly find solutions with simple existant stuffs. We use to rethink many ways we do and reprocess simply. When tough times are, we must find economic solutions, and the Jugaad method may be relevant and sustainable…to stay ahead of competition
  • Think and act in a more flexible way: big companies organize themselves with hard and complex structures of R&D in long term process that don’t faciltate short term and simple reactions. They don’t (can’t) think flexible way. They keep things complex because they forgot how to think simple. they ignore low cost solutions because they think high value, with large margins. They simply forget customer centric solutions offering complex R&D outputs, outputs that customer don’t want anymore. Cycles get longer, heavy processing, heavier than ever. Capital and resources expenses explode and innovation is not obvious but struggled into secrecy, keeping the cover on patents. This is outpast in the collaborative mindset we live in now. With Jugaad and its ongoing and lean process. that can’t work anymore. Innovation must catch all the few opportunities with few and simple attitudes. The mindset centric thinking and action are mixed into a twirling process, that evolves simply with the single needs of consumer. What has to be created is only what has to be consumed.

JUGAAD-cover_web(c) from the cover of book “Jugaad Innovation”.

  • Target simplicity: never forget “keep it shortly simple”. It seems so obvious for Jugaad mindset, even if make simple is in fact complex. The hardline is that rebuild something from a complex base is really hard, so when you think Jugaad, you start from nothing. You can be light, efficient and straight to the point. Something that big companies forgot, while they keep secrecy on their R&D and innovatios plans. It’s the art of secret and the obsession for technologies or complex buildings with over engineering. Focus on the pure need, focus on value for customer not for company is the only true way to simplicity. The Jugaad process allows the direct thinking to direct needs. Meeting with daily problems, finding daily solutions, directly useful. The direct response for smart innovation.
  • Inclusive innovation: Through structure itself, because of resources consumption and innovation heaviness, the mainstream innovation is mainly for “mass market”, simply because companies couldn’t balance huge R&D expenses with poor markets. Innovation is rarely for disabled people while it could change their life and build a whole story for them. Bringing innovation in middle-class draws wastes and add only a marginal output. It’s a shamy situation where digital fence exists and all efforts might be to reduce it and build a fair world for all. Next to this, the experimentations from “bottom of the pyramid” ou BOP, showed interesting outputs but underlined the limits of “poor segments”: double sentence. As they already have “nothing” the price paid for each single unit is far more expensive than in normal markets. That’s where Jugaad is really different is that solutions are not built by huge companies but by and for local and isolated people. A kind of ABC for exclusion and the ability to include them. The inclusive innovation.

 

bike-pump-jugaad

 

  • Follow heart power and tuition: the notion I prefer far from all others, put some passion and heart in process thinking, doing only what people need and not what he desires. This is one of the great lessons for example, leading to extreme simplification for use and not for engineers’ pride. Focus on needs, engage with local communities, friend with them, learn their daily life is more efficient than any business process or school. Spending time on few essentials lead to main outputs. Don’t forget Steve Jobs who never ever asked anything to a customer, no need to inspire and build what he did. Only his tuitions and faith in design, experience and simplification seemed to draw his whole life. Heart and passion nurture the whole fuel for action, leadong to Jugaad inspire. We may all take the path…

A true and strong revolution, I’m convinced. The one in centuries, beyond fashion and cycles. Maybe there’s already a Jugaad innovator close to you. Neighbour. Travel encountering. Someone valuable for sure. Someone to meet, share and learn from. Respect, Recycle and Reboot. Time to (re)use what we have and (re)invent everything we have, differently. It’s a matter of inclusion, hope and innovation.

Jugaad, our inclusive future, shared with passion.

See: “Jugaad Innovation”. “Passion with no, limit” and THE book. Enlighting the subject with pics ; Reena Jana’s thoughts about it
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A French-American meeting took place in the HEC Alumnis offices, for a very special and thrilling conference on the life now with computers. Organized by different groups (Harvard France, HEC International Dev, Stanford club of European leaders) and framed by several meetings like this with different topics, we had an interesting demonstration for the full room within: “the impacts of computers on our world”. Great teasing for tremendous steps, we forgot to remember, as time shifted so quickly.

dev_internat4_030613

A new journey for the future, or must I say, our now standard life, since industry, energy and engines shifted to information, digits and computers. First there was mechanics, engineering and lots of complicated, tough and sheer materials. Built with hardcore and efforts, industry was a high rise work, human resourced and driven by process, maps and building lines. Hard times for a craft and machinery environment…Some started to think about another way of building the future, tempted by laziness or innovation oriented, there were large tracks for insights. Insights from the new revolution: digits.

dobettercomputering

Digits came from the electronic mindset, given into new materials with new growth opportunities. Digits started to shape skills, things, objects and re-create even up to process and the whole chain of building. Then was born the digital era and the computer invasion. From energy engines to information and computers, throughout 4 pillars like interfaces, algorithms, languages and machines, we totally erased mechanics with digits theory and computer science. The simple scope where “you put, you get” is over by the fact that any input in the web right now open the whole world in a snapshot. Breathless, isn’t it?

613-2832-1-PBWe never anticipated this awesome revolution, and I think even researchers, at that times, didn’t know what kind of issue it could be. They ignored the whole and extraordinary fields of modernity we could then step into. Even education and physiological parts of brain seem today have changed, with a new ongoing learning, where you can get the answers nearly before the questions. Considering the new race for datas, speed, networks and rates, it will stay a main revolution up to the education system where digital shifted the way we learn: online courses, ongoing lessons and wikis, even our brain changed the way it stores information. While we’re able to have in one click a huge mass of knowledge, how long is it useful to store and hold datas in our brain? This is probably in fact the most visible change with our daily life on tablets, smartphones or whatever screen…How could we stand now without computers?
We saw some thrills about the next wave, were objects will contain their own self computer inside and will be able to stand as some “complex self systems” that will deal with humans, with intellection, interactive and time-real conversation. But you already know where is the “off” button, don’t you?

More about “life and computers” :

http://it.toolbox.com/blogs/locutus/life-with-computers-10346

http://www.mylifeiscomputers.net

http://ubiquity.acm.org/article.cfm?id=1217836

http://bhuddametrics.blogspot.fr/2011/12/role-of-computers-in-daily-life.html

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Companies have goals sometimes we don’t even guess about, because of complex business strategies, fakes or trials, to hide any movement from competition. And sometimes they lose the real direction and how they build their global intent, in lean management, avoiding wastes and loss of times. In any company, at one time of their existence, grows some kind of “culture” that is written in gold by HR or in the basement times. As any individual, we all have cultural roots, more or less deep and recover it and bearing themselves in mind means a lot for history. But even if don’t look back, the simply shaping of “cultural lines” is quite interesting to speak as on voice and have all teams behind a common whole of values. This is called “cultural alignment”.

How to manage in such complex systems? It means managin several parts in the company and use outside inputs, as described in the below drawing:

Navigate through:

  • Talents management: know how to hire relevant talents, nurture them and hope they will grow themselves and grow their business. And hope one day they’ll go elsewhere (!), with everything they learnt to build another masterpiece. Not convinced? Think about Zappos who offers 3.000$ for people who want to leave company while they’re still in training and welcome period…A smart way to learn about limits and “real” motivation…and keep the goal on passion, values and real sense of delivering. The only purpose that counts, in competition…
  • Innovation: “at any step of the growth, keeping in mind to stay innovator”. The only way to have an incredible footprint and grow a tremendous brand. And a windful of passion, leading to compete with hurdles, inside and outside the company. Somekind of super power that overcomes any willingness to succeed and make any employee a super hero. Catch it if you can, and set it up in the ordinary process of all teams. “Ask for the impossible, and make innovation do the rest”. Sometimes, dream is the reality as you believe in it. And the innovation passion is the essence of the next blue chip.
  • Execution and deliverings: “without execution and deliverings, nothing exists”. No promess, no product, no customer, no brand. This is the sad story about all companies which spend their times in R&D, searching, describing and creating thing, products, services they will never handle to shape and deliver. It’s double truly sad, because no one will ever appreciate all efforts and attention…through execution, accuracy for details and delivering to end using. In my opinion, one of the most important part of any process, that shapes the user’s experience and makes it buzz everywhere.
  • Customer insights: if it’s still to prove for you, your customers will leave you, feeling alone with no particular relation but money with you. Figure out they have bright ideas, know probably your market and products more than you, and can give you a smart view of a “strategy”, dealing with a simplicity you dream of.
  • Business strategy: you can call it a game, but believe in something reliable, explainable, sharable and scalable. Doing this, you start in the whole business strategy process, and begin to build and organize departments, flows and process to hold the whole structure of the economic equation. You’ll have to describe, believe and inhold a frame for business, exclusive, bright and envied features. One that can be adored by your shareholders and converge all partners toward your company. And sometimes a smart move can transform a whole ecosystem, with your innovation. “Be the one others will follow and make a business case in the world”.
  • Imagination: “we all miss a lot of imagination, in everything we do”. We don’t miss ideas, motivation of skills, but imagination. The sole part of our brain we rarely train, because of time, laziness or easiness. In fact, look at children or young at work: they’re not perverted yet with failures, fear or politics. They do “essence” and genuine art of business, trying to solve their first puzzle. They answer with truth, heart and logics, just for the game, and not for the money yet.

Getting the best of the whole organization, from align business to innovation with a cultural support for this same innovation. Having all these elements together make a war machine and awesome bottom line result for an enhanced efficiency. Be blue, think out of the box, protect and defend your assets and brand, but also, nurse your culture and make it happen in all the simple key elements of your whole company. Grow it, make it sustainable and keep your startup spirit, push away the limits and have a incredible faith for the impossible. Dare the cutting-edge organization and handle it with team and process. The more cultural and mixed is your approach, the more it will win all your stakeholders: employees, partners, customers and shareholders. But the battle is to do with sensibility, the culture sensibility…

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Small is beautiful…and useful, efficient now. Look at all those blue chips, coming from new economy, with light structures, skilled minds and clever intentions. We use to see big monoliths as never ending winners, champions in any industry. That used to…before the web. Web and linked technologies tumbled down lots of industries, because of disruptive ways of marketing, production, delivering. How can we consider software, technology or social networks could value so, in the middle of such big companies that build and need so much capital intensive? Past jobs disappeared on the effect of technological shifts or processes that completely changed the organizations, including big structures.

That makes this new subject about “size” of companies to be compared and valued, as new challenges in world commerce points out. But not only “size”, but also the ability of reaction facing the speed up of competition and focusing on abilities to compete on “time-to-market”, with great resources and know-how. In fact, the size might be the effect of several causes in growing up companies:

  • Raising the business and activity
  • Raising the R&D tasks
  • Complexity of processes, needs for controlling or middle management
  • In direct effect for human intensive resources needs

And we said “size” might be increased by the complexity of organizations, not directly focused on results and too much on means. To get an impression of what’s going on and the different leverages that could be used, it seems necessary to compare strengths and weaknesses of the two ways to do business. Having in mind that there is no “good” or “bad” but relevant with your activity, your business plan and the kind of business you’re in. You could be a startup in a whole big group and act as well. The simple fact to measure and value the differences between small and big structures make sense to the way you organize path to delivering.

And it seems startup models spread through all industries now, according to the fast moves from software and IT power. Having a different method to go faster and rethink the way doing “business” or simply create and deliver products or services. The “lean startup” or light structure company steps aside of traditional approach of:

  • Business plan
  • Financial goals
  • Design and building
  • Launch

Recovering some kind of instinct creativity with:

  • Hypothesis
  • Experience
  • Trials/samples/prototyping

Faster than ever in the creativity cycle and the way it can improve really on the go, the starting defaults and mistakes. No need to start with perfect products, but having in mind “testing and launching fast” instead of trying to do the best at first sight. The idea behind is to be more flexible and test any possibility, with several trials, formulas and prototypes to cover all situations before really launching. The different kinds of issues allow lots of consumer reactions, corrections and empower the experience cycle. Doing, building and destroying in short decision cycles make the whole creation experience more interesting and collaborative too. And these practices are particularly owned in startups spirit, where ideas run and go, as fast as the wind…Building, creating other combinations means agility and flexibility that big companies can envy, but don’t handle correctly.

This new method, named “pivoting”, in the lean startup concept, brings a new approach for innovation and collaboration between customers and teams, including fast innovation and reaction to dead end, studying more easily B plans. Big companies and schools, with the whole scrambled education system turn their eyesight to these behaviors as business cases and practices to hold, nurture and leverage. This makes another round for risk taking too, that is a huge danger in strong and long process for big companies, who then hesitate to innovate and launch new concepts. But we all know differences in appreciation of “risk” and failure: some fear and some learn, just this difference means a lot in an entrepreneurship environment and mindset. A culture where failure is considered only as a “bad side” is doomed to sleepers and followers. But meanwhile, if you risk often and fast, you’re in the know for an incredible venture of learning more efficiently than others. Because, instead of fearing yourself and your skills, you enforce them by example, mistakes and make it a “friend”. Not a loser, but a learning machine to enhance your creativity and trust potential.

The lean startup model knows to cope with it, so that it could be a strong model for biggest companies, out of order with creativity, flexibility and relevance.

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Yes it reminds me the famous title “I love Paris” covered by so many artists (Sinatra, Fidgerald…), written by Cole Porter in 1953, and Google could make it his new hymn, to prove and show his gratitude to France. Few days after a sparkling opening of their new Googleplex in Paris, they decide to gear up their settlements in France, for all French happiness, starting by President Sarkozy himself, who visited the new European HQ. Through his European presence, covering in France with “LeWeb” wide conference and its opening, Eric Schmidt had smart opportunities to enforce and insist on French American relation, strong, passionned and built since several years, through cooperation, respect and culture integration. There’s no mystery between the two countries, rythmed by the brotherhood relations between President Obama and President Sarkozy, who gave so many proofs of collaboration, mutual respect and strong position facing the recent crisis.

Dealing with its agenda, Eric Schmidt had a short talk with fellows of French-American Foundation, on 7th of december, with many people from different horizons. A smart and warm seance with french students, entrepreneurs, citizens, allowing the audience sharing thoughts, opinions and questions with Google’s chairman. We spent a cute but short time, enjoying the sense of humour of someone who deals with lots of challenges every day, straight to the point. He underlined and justified the choice of France as a new European and Middle-east settlement because of culture, talented and skilled people and that special taste of something sometimes called “arrogance”, that keeps French alive and probably unique. As a French citizen, I can confirm but prefer a “passion” side of this character

Mr Schmidt delivered some clues about how Google cope with the main issues he has to deal with: data privacy, creation protection, EU lawyers at Brussels ongoing affairs, mobile potential and some of the new big features, Google’s working on. He agreed with the fact they made some mistakes and must be very humble about the privacy: the “don’t be evil” quote from the ages might be a straight forward obsession, to get back to trust and loyalty. Musing all these subjects with all the following statements with:

  • the importance of being in France for a long time. Periods of doubt and untrustancy disappeared and i’ts time to build something stronger with the French ecosystem (schools, startups, VCs, engineering…). Trusting in the ideas system and relevancy, but saying there’s obviously a problem with “financing” ideas…in France
  • the challenge of globalization, where in fact they are with the sheer nature of the web itself. Passing through a nearly joke with “politics often act local while problems become global”
  • the increasing view and facts with mobile and smartphones that boost all the web uses and underlining apps. No, Google doesn’t plan to be a full carrier for mobile…but there’s an advanced work with the Nexus and so much more…
  • the fact that a company like Google changes the world, because “technology change expectations”. Consumer becomes much more clever, accurate and addicted to more services. the way it “changes” the world…
  • the cycles gear up now: increasing difficulty to see long term expectations and trouble relations with VCs and financial sources
  • the necessity of keeping that “don’t be evil” faith, beyond buzz and threats: building trust means protect from all, privacy and engagement from community
  • the digital fence and opportunity: freezing some industries but opening wide fields for innovation
  • the hard file with the “Hadopi” French exception, in a whole, plugged, wired and online world: protect the creation in a WWW more opened than ever…and punish pirats but not the tools that put, rank and organize the links to contents…“autocrats dream to turn off the internet, he said”
  • his three keys to success (personaly like it): Ideas, Team, Quick delivering
  • a shortlink to new ambitions with art and museum: Google Art Project

I spent a smart moment with a tremendous manager. One who can rock the world and lead great innovation, passion and engagement. One who could ignite the taste for entrepreneurship, leading business and mentor a whole industry, in the tracks of enlightning the way we do business. Thanks to French American Foundation for having organized this relevant session, I think I’m not the only one “liked” it.

That made my day for sure, in the way I love America, since earliest stages. Of course because of my cousin, Sean (who is a great jazz musician, a complete talented “entertainer”) and his father who died in 2008, Jimmy, who played and brought the blue note in Paris in the 50’s, and played with the best. For me, it’s definitely a family and love affair with America

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Everybody sees Happiness as an incredible quest, without seeing what’s in front of us. We always search for what we don’t have, forgetting to enjoy the daily simpliest pleasures. It seems to be a real crisis of happiness, while we forgot all we had, as little children, who themselves care for any few thing to come and bite life breathless. We all claim for more, but never organize us to understand, appreciate and consume the situations that could help us to get higher happiness. We just put it on doom, mischance or broken life, never source on ourselves to know us better and find the light inside. It must not be the fault of life. Or others. It might be our fault, just forgetting the meaning that we really put in our life. Consumption became a powerful exposition for fulfill our fitness indicators, and expose others, in order to seduce, capture or trick the game. It must stay pleasure first, as we don’t buy any good but values, brands or attributes…Marketing gurus got their own skills to show you in a mirror, that doesn’t reflect you anymore. We have to seed the “be” against the “have” and be inspired of it.

This summer, I’ve been really inspired, reading two books, under the hot sun of Tunisia. Happier from Tal Ben-Shahar and The Dip, little handbook from Seth Godin. One explaining path to more happiness, with lots of stories, examples and concepts, simply with bright exercises to follow a coherent line into the tale and being able to apply few rules, quite immediatly. I’ve noticed, through this awesome story, the underscored aspects of having in mind the two terms of appreciate pleasure: short-term shots, necessary because they are the fuel of each day we spend, and the deeper elements that shape the “meaning” of a whole life, used as guides, goals or long term sense. And to link both, we have to make a work on ourself to share and balance the benefits, resources and efforts to build something relevant and sustainable. We link then to the other guide by Seth G. about “quitting”, leaving something in our life, on several motivations: fear, doubt, too much effort or energy, difficulty, no more envy, mindset change or whatever that could make us shift. And that’s when this period comes, after the beginner’s chance or the one-shot short-term pleasure, that one must make choice: go on or leave? Who never thought about it or being confronted to a major choice in his/her life?

What does it mean? refusing happiness at the threshold? no pain, no gain?

And I found some correlative coincidences in the fear of the dip and the fact of “consuming” happiness, burning it too fast, without any plan, goal or forecast for meaning and without giving a long-term sense to life. Starting, beginning in something, diving into new experience, company, life need a snap of vision, envy, chance and motivation, but probably less energy because of novelty and curiosity. We all know how to get a small shot of pleasure, in simple few things we can allow us daily with meetings, close and personal thoughts and dedicated moments. But the real problem is to “process” them to make them scalable, sustainable and part of something bigger: goal. A kind of envision with steps to cross, the “complete estimated and fully hope” way of your life to be discovered. But how get to it while you don’t organize the way, the steps? If you consume all your energy, focused on short-term pleasure, when dip is coming, because it always does after a period of “trial”, the feeling of doubt, mistrust or despair will appear. Some will get from this, with lots of energy and target to grow the hard curve. But many won’t, because they will miss the whole vision of “sense” for their life.

But when you take time to set goals for achievements, giving you a “reason-to-live” beyond, you start to draw something more clear and valuable, all along the path…This gives you courage, force and energy, and maybe you won’t spend any time in the dip, surfing on pleasure, all along the steps. I tried to represent the way I figure it, on the second graph. Imagine you have a stairway, where each step is a new challenge, hurdle or thing to achieve, and for each step you will get all your attention to feel, learn and get all the lessons from: you’ll get more profitable time, enjoyable and memorize a lot more than if you don’t get any attention at all. But moreover, you will touch to a higher level of short-term pleasure and you’ll earn it forever. This is the principle of having a far away goal, while spending time to appreciate each part of the path to go there. While consuming your short-term pleasure, you’ll touch a well being level like a trigger, and function with a “ratchet effect”. What you earnt is forever, speaking about welfare level. And that’s a real funny way to share and balance between easy approach to solve daily stuffs, learn and feel, then dreaming of the big picture that makes sense for you. And the best way to get rid of this “haunting” dip, that demands so much efforts, pain and questions for you to go on

The best you plan for the future, the best you can appreciate all the strong steps to go there, and feel all the energy of passing the difficulties of life. “Success calls success” we could tell, like a process circle that gives you motivation, sense but joy in the action. Because a kind of “rat race”, refusing pleasure now for hoping it later is to ascetic, take time to stare the whole story, imagining how you could get tot he peak, enjoying all the phases, encounters and lessons that make the process. “If there’s a goal, there’s a way”, I could add “an enjoyable way”.

Don’t quit, ever, just have an enjoyable trip, reachable goals, reliable and fulfilling milestones, and trust for you to take right decisions with insightful and tuitions mindset. An eye on the horizon goal, the other on daily feelings. You’d better start now…

Resources if you want more:

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Driving the change with happiness produces better results in the long term for brands: products, service level, employees involvement and motivation, learning scale, knowhow footprint. Some could say theres’s some “disturbing tricks”, considered sometimes too framed, complicated, as “sect” behaviors. But none. In the spirit of “meaning” and quest for everybody to a “sense of life“, allowing for the luckiest, a perfect stability between career, family, entertainment and in heritage, there’s not only “chance”. If we look at poursuit of happiness, as a never ending story to keep motivation, willingness to learn and share and a desire for improvement, we can perfectly get the essence of this weird process:

  • things become boring as we reach them ; just like collectors who keep fever until they get the last piece of their collection…and depress then after
  • the emotion is intense while the action is, but step down just after the success. It’s really strange, but it is. Ask for champions who won, and then…kind of baby blues, in someway?
  • to keep the sheer energy, innovation with happiness must be considered as a never ending process, always searching for new tracks for improvement, challenging the service level and beat our own results. An impossible quest? Not sure, because passion is an awesome fuel for everyone…
In a special bigup for this delicious tale and stories inside “Happier”, from Tal Ben-Shahar, the first impressions were that the race for happiness in itself, doesn’t mean anything if we see it as a collection, without a framed life. Drawed like a coherent way to discover each day, new experiences, surprises with rituals maybe, we have to be convinced by the special force of “sense”. If we try to compare happiness in relative ways with others, we lose our mind with bad thoughts about jalousy, greed and deny. That’s not a positive attitude which don’t enable opening stories with others. He meant and gave perspective to happiness (and quest for) in underlining the “way”, the “process”, as a source of happiness itself. In other words, “don’t focus only on the result, but feel and appreciate the way to go there”. A perfect and slow ongoing way to learn and give a chance to any milestone, any few snap thing that “makes” the way.
And I found a reason to link this particular and hectic approach, to innovation, like a process.
I tried here to compare the acquisition and race for happiness, with models and behaviors confronted with choices of innovation, with two axes: return/pleasure on short term and pleasure/return on long term.
  • First Quadrant : “Rat Race”…
…means focus on long term pleasure, never considering the way/process as interesting in getting/giving pleasure, as an ongoing flowing action. It supposes cash, strong settlements and long R&D windows of development, but rare entries on misc. activities in diversification. Devise could be “one day…maybe”, refusing elusive deals facing them prefering investing on framed, stronged and loud process. This could be pharmas’ models for example, confronted with security and sanity process, and the necessary R&D involvements. They like “hard innovation” but could refuse easy one…
  • Second: Slow Followers…
…will slow the flow, with a “no…no…” attitude, to secure cash and strategy. Focused on past success, they mean to wait the future window of opportunity…staring at competition, long after “crossing the chasm“. They often do one thing at-the-time, but stare at anything that moves, to create a perfect control tower, safe. They can draw lessons from the past, but are not really sure if chance, random or anything else that way, could be the exact final decisive point. They also make the mass-market coming and can lower the costs of delivering, by industrializing the mainstream approach. Not really sexy, but necessary. Me-too products for settled consumers, and old processing because “nothing worths it…”. Some behaviors bending on “too much realistic” and not enough disruptive mindset.
  • Third: Shooters…
…Everybody has ever known one in his own life: something/someonethat/who, can “woooot” you up, and make the spark in your eyes. A gun, a shooter, a big buzz. But once, only once. Focused on fashion, day-to-day, hedonism and sheer short-term gain. A star, who will never keep the distance. And that’s all the difference: big brands don’t make only big PR/buzz around products, services or deliverings. They stand and hold a position, for yesterday, now and tomorrow. Using your energy to bring news and buzz, will build a instant cash good deal, but doesn’t set you as a strong innovator. A lots of resources are managed and satisfied in the distance: customers, employees, machines, built-in processes…And as already described, running for an immediate goal, makes you in the blues and feel depressed, just after the victory. Like Champions…of one snap instant.
  • Last, but not least, of course, according to me, the most sustainable and sharable shape of innovation: I called “The HappInovators”,…
…as they make a perfect exercise between goals to achieve together, and ways to proceed. Exploring radical shifts yes, but keeping concentrate and realistic about the ability to make the change happen. the organization in small cells, with maximum collaborative spirit, turned into energy. The energy for being able to think “why do I do this (like I do it)?”, several times in an ongoing process until the why is irrelevant. But not before. The spirit of feeling, appreciate all the milestones leading to result, learning from them but having joy, tears, hurdles too to print the moment. Doing nothing for nothing, as each case and stone must be the opportunity to rule something for the future, allowing the company to rise faster tomorrow, and to innovate easily. Talent management has not to be hold anymore because the spirit of “doing things happen”, lead them to think out-of-the-box and boost themselves all the time. They are on scene at each moment and on the lights. Why consider some talents more than others as the whole part is a talents building site? And why should I consider driving innovation in happiness? Because customers could feel it in your service, deliverings and brand. Because all your talents will be really involved as never, almost spending much costs on motivation tools or controlling. Because disruption comes when you put all the environment ready to make it come. Because you won’t choose between “today” and “future” anymore, you’ll manage the perfect balance between both, allocating resources as well. Because you’ll go to work (or any step you can transpose this process), with smile on your face. And spreading it, will overcome your results and the buzz for your entity.
Plant seeds of happiness is more than plant: it gives you the better (pacific) weapon to compete much closer and quicker, with the participation of the whole company. Training sessions for employees to come will make a better place to work, live and deliver…Saw that famous case about Zappos‘ story? Just in case…

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