16 ways to make ideas happen

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