16 ways to make ideas happen
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16 ways to make ideas happen.TRANSCRIPT
16 ways tomake ideas happen
Action # 1 Spend time on
what brings results
20% of the results
80% of the results
80% of the time spent
20% of the time spent
Action # 2 Communicate ideasusing collaborative
technologies
Source : http://scobleizer.com/2007/11/02/social-media-starfish/ + more
Sudden break with status quo.
Large, radical change.
Revolutionary change
Continuous communication.
Continuous improvement.
Permanent learning.
Small, step-by-stepchanges.
Continuous change
ReactiveChange
Renewcontinuously
ProactiveChange
Revolutionary ChangeContinuous Change
In 2005, Toyota received more than540,000 improvement ideas from its Japanese employees.
Source :Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
Action # 3 Be positive
when you communicate
Smile!
Tell people you work with what you thinkthey do really well , and thatthey should do more of that
Change = new things to do and learn
That is exciting!
Keep in mind, please:
Action # 4 Do more jobs
- including voluntary ones
Get 2 or morejobs
Rational engagement
focus
Emotional engagement
focus
External Change Driver
Internal Change Driver
Action # 5 Keep trying out ideas
- at low costs
”If you see an opportunity, go for it!”
Shona Brown,Vice President Operations, Google
Source : Hamel, Gary: The Future of Management, p. 112.
Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute”
Source : Hamel, Gary: The Future of Management, p. 120.
1. Idea tried out
2. Idea tried out doesn’t work
3.New ideatried out
4. Idea tried out
works
Energy
Time
Action # 6 Set goalsand do it!
Not goals
Change is happeningGoals
What do I doWhat don’t I do
Source : http://www.youtube.com/watch?v=8ZZ6GrzWkw0
“Every single one of you has something that you're good at. Every single one of you has something to offer. And you have a responsibility to yourself to discover what that is. That's the opportunity an education can provide.”
Sourcehttp://www.whitehouse.gov/blog/A-Message-of-Hope-and-Responsibility-for-Americas-Students/http://www.youtube.com/watch?v=8ZZ6GrzWkw0
“That's why today I'm calling on each of you to set your own goals for your education - and do everything you can to meet them.”
Sourcehttp://www.whitehouse.gov/blog/A-Message-of-Hope-and-Responsibility-for-Americas-Students/http://www.youtube.com/watch?v=8ZZ6GrzWkw0
Source : http://www.slideshare.net/mtarrigo/learning-creativity
Action # 7 Ask for forgiveness
rather than for permission
Break rules if it’s needed to createmore value for everyone
”I was brought here to cause a certain amount of disruption. I’ve been fired for being disruptiveseveral times, but this is the first time I’ve beenhired for it.”
Animator Brad Bird
Source : Hamel, Gary: The Future of Management, p. 153.
Action # 8 Work with peoplewho want change
Active followers
ProactiveWant change
ReactiveResist change
Activity10: Very active.1: Very inactive.
Ms Y.
Mr. Z
Competence10: Very competent.1: Not competent.
Attitude10: Very positive.1: Very negative.
Mr. X
Source : http://news.bbc.co.uk/1/hi/business/7957671.stm
Ravi Kant, Managing Director, Tata Motors:
”The most frozen layer in any organization, I think, is thepeople with experience who think they know best, whobelieve that nothing can be changed, and who typicallyexhibit a not-invented-here syndrome.
When we started to connect with what we call the youngerhigh performers , on the other hand - people in their late 20s and early 30s - it was very different. We would have breakfastmeetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they weresuffocated and that they wanted change. So we started pickingout some of these individuals and giving them challenges .”
Source : Kumra, Gautan: ”Leading Change: An Interview with the managing directorof Tata Motors.” mckinseyquarterly.com, January 2007.
Action # 9 Talk to people who
resist change
� I just don’t have the time.� We don’t have enough resources to do that.� Do we really need it?� It’s much too risky.� We have already discussed something similar
a long time ago. Forget it.� Talk to John about it. It’s not my area.� I am quite sure, it wouldn’t work.� The company is not ready for that at this point.� It sounds good theoretically, but
it would never work in practice.� We are too big / too small.� It’s too early / too late for that.
Example of excuses to innovate / develop
Ask 5 x why to find outmore about what motivates people
Find out about whypeople fear change
Fear
Fear of losing money, for example reduction
in salary and/or budget
Fear of losingpower, control, status
Fear of losingassignments
Fear of losingnetwork and/orsocial traditions
Fear
Fear of not havingcompetencies to
unlearn old habits
Fear of not beinginvolved in the
change process
Fear of being involved in the
change process
Fear of not havingcompetencies to learn new things
Action # 10 Get inputs fromexternal people
Source : http://www.youtube.com/watch?v=sNzkmZdM4A4
Managers must bring infresh voices from outside
Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question.
Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls.
Source : Gardner, John W.: On Leadership, p. 130.
Rational engagement
focus
Inputs from external people
Emotional engagement
focus
External Change Driver
Internal Change Driver
Action # 11 Get power
to do things
Example
Source : http://www.pixelio.de/details.php?image_id=395374&mode=search
Tip to clean up
Step # 1Communicate a deadline to every single person toclean up himself / herself.
Step # 2After that deadline, clean up the rest yourself.
Action # 12 Get help from
top managementand/or government
to change things
Inform CEOs and politicians directly on, for example, Twitter, blogs, and/or open innovation portals about what should be changed fast.
Action # 13 Signal new era by
using symbols
Source : http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm
Action # 14 Keep things
simple
Source : http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html
Usability drives adoptability
If you are expecting people to dramatically changethe way they do things, it’s not going to happen. Tryto make it such that it’s a small change, yet an important one . For example, the reason that Hotmail succeeded was because people were accustomed to going to different websites. All they had to do was put in their name and password and a little bit ofinformation, and they got an e-mail account.
Source :Interview with Sabeer Bhatia.Livingston, Jessica: Founders at Work, p. 28.
Hotmail
Action # 15 Reward people for
making things happen
Rational engagement
focus
Bonus as a surprise
Emotional engagement
focus
External Change Driver
Internal Change Driver
Action # 16 Celebrate success
experiences
Source : http://www.pixelio.de/details.php?image_id=241910&mode=search