What I Have Come to Believe About Management and Innovation

Processes change swiftly.
Management seldom if ever changes at all.
Management always redirects blame.
Success is permanent
“What got us here will keep us here.” 

The curse of success is that people try to codify it. Former IBM CEO, Lou Gerstner has said.“My view is that you perpetuate success by continuing to run scared, not by looking back at what made you great, but looking forward at what is going to make you ungreat, so that you are constantly focusing on the challenges that keep you humble, hungry and nimble.”

Doesn’t it amaze you that with all the discussions on innovation, new ideas and strategies, processes that amplify customer and employee engagement that organizations punctuate their work with methodology from retired or deceased CEO’s and gurus  whose ideas were for then not now?  Why is it that we all agree that we are now in a world of unprecedented hypercompetition yet can’t wait to employ yesterday’s strategies that were successful yesterday?

Is there really any wonder that in most all organizations things remain the same?

Is there really any wonder that in most all organizations things remain the same? To innovate management you have to encourage employees to challenge management and organizational dogma. You have to perpetually aspire to be a contrarian to be willing to learn a new DNA of questioning authority. JW


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Growth: The great innovation debate

 

 

WITH the pace of technological change making heads spin, we tend to think of our age as the most innovative ever. We have smartphones and supercomputers, big data and nanotechnologies, gene therapy and stem-cell transplants. Governments, universities and firms together spend around $1.4 trillion a year on R&D, more than ever before.

Yet nobody recently has come up with an invention half as useful as that depicted on our cover. With its clean lines and intuitive user interface, the humble loo transformed the lives of billions of people. And it wasn’t just modern sanitation that sprang from late-19th and early-20th-century brains: they produced cars, planes, the telephone, radio and antibiotics.

Modern science has failed to make anything like the same impact, and this is why a growing band of thinkers claim that the pace of innovation has slowed (see article). Interestingly, the gloomsters include not just academics such as Robert Gordon, the American economist who offered the toilet test of uninventiveness, but also entrepreneurs such as Peter Thiel, a venture capitalist behind Facebook.

If the pessimists are right, the implications are huge. Economies can generate growth by adding more stuff: more workers, investment and education. But sustained increases in output per person, which are necessary to raise incomes and welfare, entail using the stuff we already have in better ways—innovating, in other words. If the rate at which we innovate, and spread that innovation, slows down, so too, other things being equal, will our growth rate.

Doom, gloom and productivity figures

Ever since Malthus forecast that we would all starve, human ingenuity has proved the prophets of doom wrong. But these days the impact of innovation does indeed seem to be tailing off. Life expectancy in America, for instance, has risen more slowly since 1980 than in the early 20th century. The speed of travel, in the rich world at least, is often slower now than it was a generation earlier, after rocketing a century or so ago. According to Mr Gordon, productivity also supports the pessimists’ case: it took off in the mid-19th century, accelerated in the early 20th century and held up pretty well until the early 1970s. It then dipped sharply, ticked up in late 1990s with computerisation and dipped again in the mid-2000s.

Yet that pattern is not as conclusively gloomy as the doomsayers claim. Life expectancy is still improving, even in the rich world (see article). The productivity gains after electrification came not smoothly, but in spurts; and the drop-off since 2004 probably has more to do with the economic crisis than with underlying lack of invention. Moreover, it is too early to write off the innovative impact of the present age.

This generation’s contribution to technological progress lies mostly in information technology (IT). Rather as electrification changed everything by allowing energy to be used far from where it was generated, computing and communications technologies transform lives and businesses by allowing people to make calculations and connections far beyond their unaided capacity. But as with electricity, companies will take time to learn how to use them, so it will probably be many decades before their full impact is felt.

Computing power is already contributing to dramatic advances far beyond the field of IT. Three-dimensional printing may cause a new industrial revolution. Autonomous vehicles, like the driverless cars produced by Google, could be common on streets within a decade. The performance of human prosthetics is rapidly catching up with that of natural limbs.

And although it is too soon to judge how big a deal these inventions will turn out to be, globalisation should make this a fruitful period for innovation. Many more brains are at work now than were 100 years ago: American and European inventors have been joined in the race to produce cool new stuff by Japanese, Brazilian, Indian and Chinese ones (see article).

Spend a penny—or two

So there are good reasons for thinking that the 21st century’s innovative juices will flow fast. But there are also reasons to watch out for impediments. The biggest danger is government.

When government was smaller, innovation was easier. Industrialists could introduce new processes or change a product’s design without a man from the ministry claiming some regulation had been broken. It is a good thing that these days pharmaceuticals are stringently tested and factory emissions controlled. But officialdom tends to write far more rules than are necessary for the public good; and thickets of red tape strangle innovation. Even many regulations designed to help innovation are not working well. The West’s intellectual-property system, for instance, is a mess, because it grants too many patents of dubious merit.

Continue the articel via economist.com

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Why Leaders Fail - The Case for Effective Leadership - Mark Sanborn

Donald Trump, paragon of the real estate world, files for bankruptcy. Richard Nixon, 37th U.S. President, resigns the presidency over the Watergate scandal. Jennifer Capriati, rising tennis star, enters a rehabilitation center for drug addicts. Jim Bakker, renowned televangelist, is convicted of fraud.

In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavor—business, politics, religion, and sports. One day they're on top of the heap, the next, the heap's on top of them.

Of course, we think that such catastrophic failure could never happen to us. We've worked hard to achieve our well-deserved positions of leadership—and we won't give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.

Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following "warning signs" of impending failure.

WARNING SIGN #1: A Shift in Focus

This shift can occur in several ways. Often, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety.

Leaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism.

A more subtle leadership derailer is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. What the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self.

What is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important.

Further, would you describe your thinking as expansive or contractive? Of course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.

WARNING SIGN #2: Poor Communication

A lack of focus and its resulting disorientation typically lead to poor communication. Followers can't possibly understand a leader's intent when the leader him- or herself isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication.

Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort (or commitment) on the listener's part, rather than their own communication negligence.

"Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work of communicating pays dividends.

WARNING SIGN #3: Risk Aversion

Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: "Will I be able to sustain outstanding performance?" "What will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure.

When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation—typically a key to their initial success—diminish and eventually disappear.

Which is more important to you: the attempt or the outcome? Are you still taking reasonable risks?  Prudent leadership never takes reckless chances that risk the destruction of what has been achieved, but neither is it paralyzed by fear. Often the dance of leadership is two steps forward, one step back.

WARNING SIGN #4: Ethics Slip

A leader's credibility is the result of two aspects:  what he or she does (competency) and who he or she is (character). A discrepancy between these two aspects creates an integrity problem.

The highest principle of leadership is integrity. When integrity ceases to be a leader's top priority, when a compromise of ethics is rationalized away as necessary for the "greater good," when achieving results becomes more important than the means to their achievement—that is the moment when a leader steps onto the slippery slop of failure.

Often such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity.

It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? One way to find out is to ask the people you depend on if they ever feel used or taken for granted.

WARNING SIGN #5: Poor Self Management

Tragically, if a leader doesn't take care of him- or herself, no one else will. Unless a leader is blessed to be surrounded by more-sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. Leaders are often perceived to be superhuman, running on unlimited energy.

While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life—and check them often! When a gauge reaches the "empty" point, make time for refreshment and replenishment. Clear your schedule and take care of yourself—it's absolutely vital to your leadership that you continue to grow and develop, a task that can be accomplished only when your tanks are full.

WARNING SIGN #6: Lost Love

The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership.

To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?

The warning signs in life—from stop lights to prescription labels—are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling for both yourself and your followers. via leadershipnow.com

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.