Behemoth, Amazon Rising with Robin Gaster

Posted 3 years ago Tagged

Our guest is the author of “Behemoth, Amazon Rising Power and Seduction in the Age of Amazon”, Robin Gaster
He explores plenty of questions:

Where did Amazon come from?
How did it grow so big so fast?
What can we learn from the history?
Can we distill key lessons about objectives, strategy, tactics, and especially corporate culture?
Where is Amazon going?
What will it look like ten years from now?
What should we – the collective we – do about it?
Is Amazon a threat? Should we simply applaud?
Are there characteristics to worry about?
And if so, what should we do?

Corporate Kitchens: Recipes for Success: Reinvention and Repetition

Posted 3 years ago Tagged

Just as innovation-focused restaurants have realised it is better to structure reinvention in a different way to repetition, established companies must empower different teams to manage and conduct reinvention efforts within their organisations. Once they have stumbled upon a successful product, then they can transfer it to an execution team to perfect, refine and replicate. These are different modes of being, thinking and measuring.

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The Uncertainty Mindset with Vaughn Tan

Posted 3 years ago Tagged

The Uncertainty Mindset with Vaughn Tan changes how organizations hire, set goals, and motivate team members and leads organizations to work in highly unconventional ways.

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You Cannot Keep Spring From Coming: Resistance (to change) is Futile

Posted 3 years ago Tagged

The title of Aristotle’s “Politics” literally means “the things concerning the city”. It is the origin of the modern English word politics. In the book, he tells the story of a 7th century BC tyrant named Thrasybulus. Thrasybulus asked his fellow oppressor, Periander of Corinth for advice on how he should govern his people. Without uttering a word, Periander walked over to a grove of poppies and lopped off their flowering heads. The message was clear “do away with eminent citizens” and “don’t let them grow above their station.” This is (one of) the origins of the term Tall Poppy Syndrome. Tall Poppy Syndrome refers to the mindset where those people who stick their head above the parapet are resented, criticized, and cut down.

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The Pain of Disagreement

Posted 3 years ago Tagged

Disagreement is painful. Burns’ work suggests that not only are our brains not wired for truly independent thought, but it takes a huge amount of effort to overcome the fear of standing up for one’s own beliefs and speaking out. Those people who speak up with the intention to course correct the business before a calamity should be welcomed, but they are often ostracised and outcast.

Michele Wucker,Risk,You Are What You Risk,

You Are What You Risk with Michele Wucker

Posted 3 years ago Tagged

Today’s book is a clarion call for an entirely new conversation about our relationship with risk and uncertainty. Our guest examines why it’s so important to understand your risk fingerprint and how to make your risk relationship work better in business, life, and the world.

She shares insights, practical tools, and proven strategies that will help you to understand what makes you who you are –and, in turn, to make better choices, both big and small.

We welcome friend of the Innovation Show and author of You Are What You Risk, Michele Wucker, welcome back to the show

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Learn or Die with Ed Hess

Posted 3 years ago Tagged

Humility is the New Smart is his emotions book.
Hyper-Learning is his behavioural and philosophy book. 
Learn or Die is his science book.

It is always a pleasure to welcome a great friend of the Innovation show , Ed Hess.

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X marks Exploit, Y marks Explore

Posted 3 years ago Tagged

I am preparing a workshop for a client designed for a group of newly minted leaders. I want to demonstrate the differences between leaders and managers. However, I also want to highlight that being a leader and manager is also contextual, in certain cases we need to be more “managerial” (or theory X) in our approach while in other scenarios, we need to exercise our leadership skills (theory Y). Beyond these contextual situations, we must be aware that we manage things, but we lead people. Furthermore, when we operate in a world where both the problem and solution are known, management is useful. However, when we live in an unpredictable world, our inner leader must emerge.

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