There are always opportunities for innovation

These days, if you follow the news, it is a lot of doom and gloom. Hurricane Sandy, earthquakes, Syrian war, rising numbers of unemployment etc. It is easy to be influenced by this kind of news. Therefor I do recommend spending a minimal amount of time following this negative news. And then you can use the ‘extra’ time to discover inspiring news. There are many blogs, videos, and podcasts, articles that emphasize positive and innovative news.

 

These circumstances provide a good breeding ground for new innovations. Please bear in mind that most innovations start at the edge and not at the center of most activities. It is hard to be innovative if you follow the pack. For example, I just listened to an interview with someone from Aurora pens and he said that the focus on standardization (in his case pc’s tablets, phones) gives him the opportunity to specialize in a niche area (nice writing instruments). He even mentioned a research that some schools in Italy are having their kids use fountain pens, as this improves their learning capability!

 

It is an interesting approach to do the opposite of what is at the center, e.g.

 

Center                                                           Edge

- standardization                                           - tailoring

- fashion colors are mild                                - colors are extreme

- eat as much as you can                               - eat as healthy as you can

- attain more goods                                       - have great experiences

- use plastics                                                 - use natural materials

 

 

You can go on and on with this approach. And it works, there are always customers who want to feel special and who have special needs. It is also easier to be successful at the edge than trying to innovate from the core. via arnoldbeekes.blogspot.com

Jim Woods is President and CEO of InnoThink Group, a strategy and uncertainty consulting firm designed to maximize the potential of leaders and organizations. For more on Jim check out his website and follow him on Facebook.  

We solve problems. Helping companies identify, develop, and implement winning strategies, offering support and capability building at every stage of the strategic journey. 

Click here to arrange for Jim to speak to or consult with your organization.

Rejection Breeds Creativity & Innovation

New research from Johns Hopkins University suggests that having our ideas rejected tends to boost our creativity output.  Sharon Kim and her colleagues found that when most of us experience rejection, it can actually enhance our creativity, depending on how we respond to it.  The paper, titled “Outside Advantage: Can Social Rejection Fuel Creative Thought?” was recently accepted for publication by the Journal of Experimental Psychology. It also received a best-paper award at the Academy of Management (AOM) conference held this month in Boston.

As reported by Behance:

In the first experiment, participants were given a series of personality questions and told they would be considered for participation in several group exercises in the future. When the participants returned to the laboratory a week later, some of them were asked to complete a few tasks before joining their group (inclusion), others were told that none of the groups had chosen them and they would need to complete their tasks independently (rejection).  When they calculated the results, the researchers found that "rejected" participants significantly outperformed those that were included in a group. Consider the difference between those who respond to rejection by sulking versus those who respond by rolling up their sleeves and thinking "I'll show them."

The results were conclusive: rejection breeds creativity, especially for those who consider themselves highly independent. In final a follow-up study, the researchers found the same trend using a different measurement of creativity.

For practitioners, how can this phenomena work to your advantage?  When managing individuals or teams, the time will come when you have to say 'no'.  In that moment immediately after rejecting a person's viewpoint, you want to let it sink.  Don't try to minimize the impact by rationalizing the decision or by other means of making the person feel better.  But the key is to assign the rejected person right away to a new and important task.  Put them on a project where they can prove themselves and "get even."  You want to let their creative juices flow.

"While it is never a comfortable experience, the feelings of rejection can actually help us access our more creative selves. Free from the expectations of group norms, we can push the limits of novelty. Moreover, we can enhance that ability by changing the way we respond to rejection. Instead of dwelling too much on the pain of being turned down or turned aside, consider the freedom you now have to explore new possibilities and less mainstream options." via innovationinpractice.com 

Jim Woods is President and CEO of InnoThink Group, a strategy and uncertainty consulting firm designed to maximize the potential of leaders and organizations. For more on Jim check out his website and follow him on Facebook.  

We solve problems. Helping companies identify, develop, and implement winning strategies, offering support and capability building at every stage of the strategic journey. 

Click here to arrange for Jim to speak to or consult with your organization.

 

 

Why Hospitals Fail To Deliver Great Service

Hospitals try to deliver the best health outcomes. That's a given. But many also aim to deliver high levels of customer service. On that latter goal, healthcare systems are falling short. Here's why: Truly improving service demands a culture that intentionally champions a focus on the patient.

Managers must be equipped to drive employee engagement in their departments.

What healthcare systems urgently need are clear intentions and strategies at the leadership level. These will determine whether a service mindset can exist within a hospital. What's more, getting employees engaged and connected to this mission will ultimately determine whether they live out that mindset each day.
Gallup has found that a service-centered culture requires:

• a committed leadership team that champions a philosophy that is aligned with service
• employee commitment to providing outstanding service and quality
• the strategic alignment of the organization's plan, policies, and procedures with the goal of being service-focused
• an established process to document and disseminate organizational knowledge and efficiencies
• an ongoing commitment to improving performance and using proven tactics

It's difficult to execute any vision for change in a service-oriented industry -- even when leaders clearly communicate it to the organization -- without an engaged and motivated workforce. Healthcare systems with a strong service-oriented culture recruit and hire people who fit that culture and begin sharing the vision during the recruitment phase and through orientation and onboarding.

A healthcare system must implement regular feedback mechanisms in the early stages of a healthcare professional's tenure. The organization should check in with new hires after 30, 60, and 90 days, using these opportunities to assess whether the recruit is adapting to and thriving in the organization's culture. The healthcare system should also continue to provide ongoing training and development, giving refresher courses about the vision and culture every 12 to 18 months. With leadership's support, these engaged employees become ambassadors for the patients' priorities.

After proper onboarding, a healthcare system must align its human resources policies to encourage service excellence and hold employees accountable to the standards. Managers must be equipped to drive employee engagement in their departments and held accountable for action planning and knowledge sharing. Aligning these activities with the hospital's larger strategic plan and organization-wide goals is crucial and should be transparent from leadership down to the front line. One of the greatest challenges in any modern and multi-location system is that pockets of excellence exist, but best practices are rarely shared across units. Maintaining open and intentionally structured communication is a means to spread great customer service across an organization.
As in other service-based industries, consistency is key. A patient may interact with many areas of a hospital over the course of an inpatient stay, a series of tests, or a surgery. Receiving fantastic service in one area and mediocre service from another lowers a patient's perception of the overall experience he or she has had.

Finally, every hospital must have a built-in mechanism for improving performance. Building performance improvement teams and using the Plan, Do, Check, Act model can help ensure that performance improvement is an understood and respected part of the culture. via businessjournal.gallup.com

 HIRE JIM WOODS TO CONSULT OR SPEAK WITH YOUR ORAGANIZATION.

Jim Woods is principal and founder of InnoThink Group. Jim is a business turnaround expert. He has worked with government, U.S. Army, MITRE Corporation, Pitney Bowes, Whirlpool, and 3M. Jim W experiences, extensive research on competitive strategy and innovation have given him a fresh perspective on improving individual and organizational performance. Jim is a prolific speaker on strategic innovation, creative leadership, uncertainty and competitive strategy. Speak with us for consulting or speaking engagements call 719-266-6703 or click here for more information. Follow Jim on Twitter. Follow Jim on Facebook.  

10 Principles of Change Management and Innovation for Dummies

Image courtesy allthingslearning
Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.
Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture that just keeps moving all the time.”
This presents most senior executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the human side of change management — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands — perhaps the tens of thousands — of employees who are responsible for designing, executing, and living with the changed environment.
Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee.
Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.
No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change-management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.
2. Start at the top. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported.
Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. At one large transportation company, the senior team rolled out an initiative to improve the efficiency and performance of its corporate and field staff before addressing change issues at the officer level. The initiative realized initial cost savings but stalled as employees began to question the leadership team’s vision and commitment. Only after the leadership team went through the process of aligning and committing to the change initiative was the work force able to deliver downstream results.
3. Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through the organization. At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen.
A major multiline insurer with consistently flat earnings decided to change performance and behavior in preparation for going public. The company followed this “cascading leadership” methodology, training and supporting teams at each stage. First, 10 officers set the strategy, vision, and targets. Next, more than 60 senior executives and managers designed the core of the change initiative. Then 500 leaders from the field drove implementation. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. This approach is also a superb way for a company to identify its next generation of leadership.
4. Make the formal case. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership-team alignment.
Three steps should be followed in developing the case: First, confront reality and articulate a convincing need for change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map to guide behavior and decision making. Leaders must then customize this message for various internal audiences, describing the pending change in terms that matter to the individuals.
A consumer packaged-goods company experiencing years of steadily declining earnings determined that it needed to significantly restructure its operations — instituting, among other things, a 30 percent work force reduction — to remain competitive. In a series of offsite meetings, the executive team built a brutally honest business case that downsizing was the only way to keep the business viable, and drew on the company’s proud heritage to craft a compelling vision to lead the company forward. By confronting reality and helping employees understand the necessity for change, leaders were able to motivate the organization to follow the new direction in the midst of the largest downsizing in the company’s history. Instead of being shell-shocked and demoralized, those who stayed felt a renewed resolve to help the enterprise advance.
5. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny).
At a large health-care organization that was moving to a shared-services model for administrative support, the first department to create detailed designs for the new organization was human resources. Its personnel worked with advisors in cross-functional teams for more than six months. But as the designs were being finalized, top departmental executives began to resist the move to implementation. While agreeing that the work was top-notch, the executives realized they hadn’t invested enough individual time in the design process to feel the ownership required to begin implementation. On the basis of their feedback, the process was modified to include a “deep dive.” The departmental executives worked with the design teams to learn more, and get further exposure to changes that would occur. This was the turning point; the transition then happened quickly. It also created a forum for top executives to work as a team, creating a sense of alignment and unity that the group hadn’t felt before.
6. Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback. Often this will require overcommunication through multiple, redundant channels.
In the late 1990s, the commissioner of the Internal Revenue Service, Charles O. Rossotti, had a vision: The IRS could treat taxpayers as customers and turn a feared bureaucracy into a world-class service organization. Getting more than 100,000 employees to think and act differently required more than just systems redesign and process change. IRS leadership designed and executed an ambitious communications program including daily voice mails from the commissioner and his top staff, training sessions, videotapes, newsletters, and town hall meetings that continued through the transformation. Timely, constant, practical communication was at the heart of the program, which brought the IRS’s customer ratings from the lowest in various surveys to its current ranking above the likes of McDonald’s and most airlines.
7. Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization. Companies often make the mistake of assessing culture either too late or not at all. Thorough cultural diagnostics can assess organizational readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance. These diagnostics identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur. They serve as the common baseline for designing essential change elements, such as the new corporate vision, and building the infrastructure and programs needed to drive change.
8. Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors. This requires developing a baseline, defining an explicit end-state or desired culture, and devising detailed plans to make the transition.
Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behaviors. Change programs can involve creating a culture (in new companies or those built through multiple acquisitions), combining cultures (in mergers or acquisitions of large companies), or reinforcing cultures (in, say, long-established consumer goods or manufacturing companies). Understanding that all companies have a cultural center — the locus of thought, activity, influence, or personal identification — is often an effective way to jump-start culture change.
A consumer goods company with a suite of premium brands determined that business realities demanded a greater focus on profitability and bottom-line accountability. In addition to redesigning metrics and incentives, it developed a plan to systematically change the company’s culture, beginning with marketing, the company’s historical center. It brought the marketing staff into the process early to create enthusiasts for the new philosophy who adapted marketing campaigns, spending plans, and incentive programs to be more accountable. Seeing these culture leaders grab onto the new program, the rest of the company quickly fell in line.
9. Prepare for the unexpected. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the organization’s willingness and ability to adopt the next wave of transformation. Fed by real data from the field and supported by information and solid decision-making processes, change leaders can then make the adjustments necessary to maintain momentum and drive results.
A leading U.S. health-care company was facing competitive and financial pressures from its inability to react to changes in the marketplace. A diagnosis revealed shortcomings in its organizational structure and governance, and the company decided to implement a new operating model. In the midst of detailed design, a new CEO and leadership team took over. The new team was initially skeptical, but was ultimately convinced that a solid case for change, grounded in facts and supported by the organization at large, existed. Some adjustments were made to the speed and sequence of implementation, but the fundamentals of the new operating model remained unchanged.
10. Speak to the individual. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them. Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Highly visible rewards, such as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change. Sanction or removal of people standing in the way of change will reinforce the institution’s commitment.
Most leaders contemplating change know that people matter. It is all too tempting, however, to dwell on the plans and processes, which don’t talk back and don’t respond emotionally, rather than face up to the more difficult and more critical human issues. But mastering the “soft” side of change management needn’t be a mystery. via strategy-business.com

HIRE JIM WOODS TO CONSULT OR SPEAK WITH YOUR ORAGANIZATION.  
Jim Woods is principal and founder of InnoThink Group. Jim is a business turnaround expert and personal coach. His story is riveting. He has worked with government, U.S. Army, MITRE Corporation, Pitney Bowes, Whirlpool, and 3M. Jim W experiences, extensive research on competitive strategy and innovation have given him a fresh perspective on improving individual and organizational performance. Jim is a prolific speaker on strategic innovation, creative leadership, uncertainty and competitive strategy. Speak with us for consulting or speaking engagements call 719-266-6703 or click here for more information. Follow Jim on Twitter. Follow Jim on Facebook.  

How to Bring Strategic Change to Your Business - Thinking in New Boxes

The ability to survive in a world of accelerating change and challenge calls for ever greater creativity in our thinking. But to become more creative, we need to understand how our minds work. Once we do, we will recognize that we must do more than simply “think outside the box,” as the traditional business manuals suggest. We need to “think in new boxes.” In this way, business leaders can marshal their companies’ creativity and give them a real competitive advantage.

We Cannot Think Without Models

We constantly simplify things in order to make sense of the world around us. Take three examples:

• How many colors are there in a rainbow? You will probably say seven. But why seven, when there are actually thousands? The fact is that thousands is not a manageable figure—so we are forced to simplify, and seven is what we have been taught. 
• How many columns are at the front of the Parthenon? You are probably hesitating and might say anywhere from five to ten. Actually, there are eight. But to have an image of the Parthenon in your mind’s eye requires only that you have a general grasp of the details. 
• How many grains of sand does it take to make a pile? More than a few, obviously. But there is no exact answer because a pile is, by definition, an approximation: we do not need to know the precise number.

Learn how operational dexterity can help you maximize effectiveness. Read More >>

In the business world, we also simplify. Take three more examples: market segments are conceptual categories and do not add up to the same thing as the market itself; balance sheets are models based on rules relating to currency and accounting, and they do not represent financial reality; and Maslow’s hierarchy of needs, devised by the behavioral scientist Abraham Maslow, is an abstract rendering of human nature rather than a precise profile of your customer.

These six examples demonstrate that the human mind needs to invent models and concepts and frameworks as stepping stones on the road to interpreting reality. They are not precise representations of reality—they are working hypotheses. They allow us to think and then work. They help us to “freeze” part of reality in order to make things manageable.

The Art of Thinking in New Boxes (Because Thinking Outside the Box Is Not Enough)

Models and concepts and frameworks are—to use another phrase—mental boxes within which we com-prehend the real world. And ever since the 1960s, we have been taught to be creative by “thinking outside the box."

The trouble is this: once you have mentally stepped outside the box, what happens next? The space outside the box is very expansive—infinitely so—and there can be no guarantee that you will find a solution to your problem. So the answer is that you need to find a new box. And you must consciously build or choose that box yourself; if you do not, an unconscious process will do it for you.

The way we think means that we cannot be creative in a constructive way without inventing models or boxes. Ideally, you need to develop a number of new boxes—new models, new scenarios, new ways of approaching a problem—to structure your thinking. The challenge—and the real art of creativity—is to know how to build those new boxes and, in the process, provide the framework for fresh imaginative effort.

Half a century ago, Bic, a French stationery company, brought to market the idea of making low-cost pens. Some creative brainstorming produced a series of variations on the theme: two colors, three colors, gold trim, advertising logos, erasers, and so forth. But who would have thought of making a razor? Or a lighter? Bic could come up with those ideas only by adopting a radical change of perspective. Instead of viewing itself simply as a pen company, Bic started to think of itself as a disposable-objects company—that is, as a mass producer of inexpensive plastic implements. In making this transition, Bic had, in effect, created a new box.

Business offers a number of other examples.

• Apple, originally a manufacturer of popular personal computers, leveraged its expertise to expand into the multimedia business. Initially, there was no logical reason for it to contemplate taking on Sony and its ubiquitous Walkman. But once Apple had created a new box and viewed itself through a different lens—specifically, as a multimedia company that knows circuits and bytes—the notion of developing a digital “walkman” became obvious. 
• Google’s original aspiration was to build the best search engine ever. Arguably, the company eventually achieved that. But for Google to enter a new era of growth, it needed to perceive itself differently. The creation of a new “we want to know everything” box sparked projects such as Google Earth, Google Book Search, and Google Labs, as well as further improvements to the company’s search engine. 
• Philips, a high-tech company, had concentrated its efforts on product-oriented ventures ranging from semiconductors to domestic appliances. Then it started to shift its strategic emphasis and endeavored to identify and exploit global trends in health care and consumer markets. In doing so, it has become a world leader in several new categories, including home health-care systems. By thinking in a new box, Philips has used its core skills in different ways—and has fundamentally changed its business as a result. 
• Michelin and IBM illustrate how some companies have successfully moved from a product or technology orientation to a solutions or results orientation—without necessarily abandoning their core products or technologies. Michelin, the tire manufacturer, is now a road safety specialist, while IBM, the computer giant, has entered the consulting business.

How to Create New Boxes

If the theory makes sense, how does it work in practice? Here is one example. Like many companies, Champagne De Castellane, a French champagne manufacturer, was committed to growing its sales. To develop ways of achieving this goal, it held workshops on three days over a two-week period. Senior executives were asked to build a new box that would foster some innovative business ideas.

To start with, the executives were asked to think about their business without mentioning the words they most often used to describe it—for instance, liquor, drink, champagne, alcohol, bottle, and so on. As a result of this exercise, the team came to the conclusion that the company’s business was fundamentally about contributing to the success of parties and celebrations.

Once that insight had emerged—and a new box had been formed—the executives had a framework within which they could think about the company and its future. Many ideas flowed—a number of which enabled Champagne De Castellane to become more appealing to consumers and to grow sales. For instance:

• In the summer, champagne is often not cold enough, especially if it is brought to a party as a gift. The company found that it could solve the problem by making a plastic bag that was sturdy enough to carry not only the bottle but also a few pounds of ice. 
• At many parties and celebrations, someone is called on to give a speech. The company determined that it could put together a self-help booklet titled “How to Write a Speech” and attach it to the bottle. 
• Parties thrive on games and entertainment. The company resolved to modify the wooden crates that contain its champagne bottles so that they could be recycled as game boards for chess, checkers, and backgammon.

It is worth noting that during the three-day brainstorming process, about 80 percent of the executives’ energy was devoted to the identification of a new box (the party). Once that was done, the ideas came relatively easily. Indeed, coming up with the right new box is always the tough part, regardless of whether the underlying challenge is scenario planning, business development, or the design of a new strategic vision. So it is critical that companies understand this—and adopt a process that allows them to create the new box.

---

The brain is like a two-stroke engine. We are well aware of the value of the second stroke, when the brain selects, compares, sorts, plans, and decides. But the first stroke—when the brain imagines, dreams, suggests, and opens horizons—is the one that really matters. This process, however, needs organization—hence the need for a new box. And in times of crisis, when companies everywhere are concerned about their future, the importance of being able to think in new boxes is greater than ever. via bcg perspectives

_________________________________________________________________________

Jim Woods is about helping companies and people engage innovate and grow in all the areas important to them. Jim is a professional speaker, author, coach, and strategy consultant based in Colorado Springs, Co. Follow Jim on Twitter @innothinkgroup, Facebook https://www.facebook.com/InnoThink Group or check out his company website http://innothinkgroup.com for more tips and strategies effective leadership, engaged employees, increase growth, and customer effectiveness through innovation. To arrange for Jim to consult or speak at your event email Jim.
 Click here to arrange for Jim to speak to or consult with your organization.

Dave Barry's Brilliant Take on Meetings

Dave Barry’s Brilliant Take on Meetings

Posted On: February 21, 2011
Posted In: clever

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The Case Against Incremental Improvements In A Business World Turn Upside Down

I hear this from executives and workers all the time: "I understand that we need to innovate, but why now? I'm just trying to make it to the next quarter. This is the time to get back to basics." In theory, I don't object to getting back to basics. Every company has to grow revenue, raise prices (if it can), and cut costs. That simple arithmetic never changes.

But here is the shared dilemma: Most companies today can't grow revenue by force feeding the same old stuff to the same old customers through the same old channels in the same old way. People may already be eating as many hamburgers as they are ever going to eat, drinking as much beer as they are ever going to drink, even buying as many plain vanilla personal computers as they are ever going to buy.

You just can't grow revenue significantly -- unless you bring jaw-dropping new products and services to customers. And surprise surprise….your customers are internal (employee partners) and external. Unless employee partners are working in a state of discovery and awe, rather than archaic feardoms, remarkable competitive products leaving competitors whimpering, “What the heck” on Monday mornings won’t occur.

The choice for business is really quite simple. Get busy doing the things you know to do.

 

Hire Jim

Jim Woods is principal and founder of InnoThink Group. Jim is a business turnaround expert and personal coach. His story is riveting. He has worked with government, U.S. Army, MITRE Corporation, Pitney Bowes, Whirlpool, and 3M. Jim W experiences, extensive research on competitive strategy and innovation have given him a fresh perspective on improving individual and organizational performance. Jim is a prolific speaker on strategic innovation, creative leadership, uncertainty and competitive strategy. Speak with us for consulting or speaking engagements call 719-266-6703 or click here for more information. Follow Jim on Twitter. Follow Jim on Facebook.