To successfully navigate the new world, we must humbly accept; that we don’t know what we donāt know. Like the mapmakers of the past, we must accept that accepting ignorance had to come before embracing knowledge. In the business world, this means a departure from the world of a five-year plan (map) in favour of the uncertain harbour of a five-year direction, where an organisational North Star serves as a magnetic force. This new mental map leaves enough room for uncertainty, deviation and exploration, just like the Ribeiro map.
Posted 11 months ago Tagged
It is a pleasure to welcome to the Innovation show a friend of the show to share insights from his latest book, “Learning to Build: The 5 Bedrock Skills of Innovators and Entrepreneurs”, Bob Moesta.
Posted 12 months ago Tagged Aidan McCullen Broken Window Syndrome Business Corporate Culture Disruption Entrepreneurship Innovation Leadership Strategy The Black Walnut Effect The Black Walnut Effect Broken Window Syndrome Toxic Colleagues Toxic Employee Transformation
If you neglect to remove the black walnut, you will see a gradual departure of the surrounding species to healthier pastures, with the younger saplings leading the way. In conclusion, just as removing a black walnut tree from an environment restores balance and promotes healthy growth, it’s essential to address toxic employees in the workplace to maintain a positive and productive work environment. It is essential to repair the broken windows.
Posted 12 months ago Tagged Aidan McCullen Business How Will You Measure Your Life Karen Dillon Innovation Karen Dillon Microstress Leadership Transformation
Microstress: tiny moments of stress triggered by people in our personal and professional lives; stresses so routine that we barely register them but whose cumulative toll is debilitating. We welcome the author of “The Microstress Effect” Karen Dillon
Posted 12 months ago Tagged "chameleonic" culture Aidan McCullen Business Corporate Culture Disruption Innovation Leadership Strategy Transformation
When an organisation recalibrates to adopt a radically new strategy, most leaders focus on the changes in processes, practices and procedures. These are the mechanics of business, the easiest to measure and easier to implement. Successful change efforts engage both the mechanics and humanics of change. The humanics involves the community, collaboration and culture. In a world of constant change, organisations must adopt a “chameleonic” culture, one that is capable of rapid change in line with strategic change.
Posted 12 months ago Tagged
Some organisations engage in renewal as an event rather than an ongoing process. In such cases, they find their organisational skillsets and capabilities are inadequate for the new reality. Often employees who excelled in a previous reality struggle in the new paradigm. In some cases, these employees become senescent. They can even act like a senescent cell and influence those around them to become toxic and malevolent.
Posted 12 months ago Tagged
Our guest had just joined IBM from McKinsey and was assigned as an internal consultant charged with supporting these nascent businesses.
We are about to hear that story and so much more.
It is a pleasure to welcome the author of āThe Corporate Explorer: How Corporations Beat Startups at the Innovation Gameā Andrew Binns
Posted 1 year ago Tagged
O’Reilly and Tushman illustrate how leaders can align their organization’s cultures to fit the needed strategy and how ideation, incubation, and scaling approaches, when used all together, can successfully develop new growth businesses.
Posted 1 year ago Tagged Aidan McCullen Ambidexerity Business Entrepreneurship Human Potential Innovation Lead and Disrupt. Exploit and Explore Leadership Technology Tushman and O'Reilly Undisruptable Winning Through Innovation
In part 2 of our Tushman and O’Reilly series, Charles O’Reilly III explores the importance of cultural alignment in encouraging change. We focus on the cases of DaVita, Microsoft and AGC.
Posted 1 year ago Tagged Aidan McCullen Ambidexerity Business Corporate Culture Disruption Entrepreneurship Innovation Lead and Disrupt. Exploit and Explore Leadership Technology Transformation Tushman and O'Reilly Undisruptable Winning Through Innovation
In today’s business world of flux, explore units are agile, decentralised, experimental cultures, loose work processes, strong entrepreneurial and technical competencies, and relatively young and neurodiverse employees. In contrast to the exploit units, these small entrepreneurial units are inefficient, rarely profitable, and have no established histories. They often deliberately violate the norms valued in older parts of the organization.
Because the explore units are wildly different from the exploit incumbent, explorers are often undermined by the parent company, whose short-term needs override exploration. While the exploit teams win in the short term, they sink the company in the long.