Diana Kander Curiosity Muscle
Are you drowned in paperwork as an innovator?
Innovation Accounting with Esther-Emmely Gons and Dan Toma
This Thursday Thought holds lessons for us in a business and personal context. To navigate change, we must grip our transient advantages loosely. Today, as we close out the Covid-19 pandemic under the threat of war, uncertainty is a certain ingredient of our life experience. We must be make peace with uncertainty and let go of control. The only control we can exercise is over our preparation, in doing so we prepare our response to unavoidable disorder and chaos.
Ben Bensaou describes his Built To Innovate Framework
The main point of this Thursday Thought is that many people in a similar position to me, believe(d) that, “It is better to ask for forgiveness than ask for permission.” We also subscribe to what Picasso said, “The first act of creation is one of destruction.” However, I understand now that this approach is useful in certain situations, but when it comes to legacy organization transformation efforts, it will fail. Unless you are going to gut the organization like a Black Dinner or Red Wedding, you will not change mindsets in a positive sense and you will turn most of the organisation against you, even if they know you mean well. If you consider yourself a pioneer, you will definitely take some arrows.
In this episode, we explore the case study of Bayer and how the 40billion dollar giant diffused a mindset of innovating across the organization.
“The world is divided into people who do things – and people who get the […]
Found at all levels of the workforce but often stifled by managers, gig mindsetters are disruptors who upend business as usual and bridge gaps while achieving surprising outcomes and charting new directions. Six case studies of early adopters illustrate how it is shaping business in diverse fields: science and technology, industrial energy, healthcare, financial services, agricultural commodity trading and legal services.
Too often, when leaders realize they need to reinvent, it is too late. Organizations reluctantly reinvent in times of crisis because of some market turbulence or an upstart competitor is eating into their P&L sheet. When they do this in desperation or as a last resort, they rarely reinvent effectively and they rarely survive. In their book, “Stall Points”, Matthew S. Olson and Derek van Bever revealed that once an organization experiences a major stall in its growth, it has less than a 10% chance of ever enjoying its previous levels of success.