Just like the well-worn gate must be prepped for renewal, so must an organisation be prepped for any meaningful change.
Peter Drucker had it right when he said, “The new always looks so puny-so unpromising-next to the reality of the massive, ongoing business.”
The world’s biggest untapped source of energy isn’t the wind, water, or sun. It is inside existing organisations, which are brimming with innovation energy. Today that energy is largely constrained and contained. You need to release, harness, and amplify it. Today’s book will show you how.
Necromones are fatty acids in insects associated with decomposition and are a strong signal for members of the same species to stay away—possibly to protect others from catching a contagion. Like animals, humans have putrefaction volatiles that act as necromones. This ability to sense death, decomposition or disease is important, it serves the survival of a species. This Thursday Thought poses the question, can you sense when an organisation is dying?
The Blue-Footed Booby has evolved to no longer build a nest in which to lay their eggs. The modern Booby lays eggs on the ground. Therefore, this ritual is decorative, it serves no practical purpose, it is a remnant of their evolutionary ancestor.So what has this got to do with corporate culture and corporate innovation? Quite a lot, I believe.
Tendayi Viki shares how for innovators inside established companies, making a distinction between being a pirate and joining the navy is a fallacy. We have to figure out a way to become pirates in the navy!
Ritualized greetings, such as mouth-licking in wolves or a handshake in humans, are a form of information gathering, and they have evolved among social animals to strengthen bonds and build trust.
Experts believe birds come together in compact masses because grouping together offers safety in numbers from predators, such as falcons. Such predators find it hard to target one bird in the middle of a hypnotising flock of up to thousands. Other reasons for murmurations include include the warmth of a group at night during the winter. They also gather to exchange information, such as good feeding areas. Organisations can learn a lot from such behaviour.
Columbia Business School Professor and corporate consultant Rita McGrath contends that inflection points, though they may seem sudden, are not random.
Sycophants are not wondering what is best for the organisation, they are only interested in what is best for them. If you ask them about for a SWOT analysis of your company product or opportunities for disruption, they will spout some generic nonsense. However, ask them about section 2, article 3c, paragraph 2 of the company handbook and they will recite it to the letter. In essence, they know how to survive in an organisation all the way to pension, riding on the coattails of those in power.