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  1. NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”

  2. NOTE: To appreciate this presentation, you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller” and “Verdana”Master*Excellencepart two (of 7)innovate.Or.Die.18 june 2007

  3. part two



  6. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times


  8. The Mess IsThe Message! Period!

  9. What makes God laugh?

  10. Peoplemakingplans!

  11. What makes tom laugh?

  12. “Gurus” (and once-famous CEOs) giving LLLs(logical linear lectures) on “systems”* of innovation!*especially with lots of charts and graphs and Greek mathematical symbols and little tiny numbers

  13. NOTE: few ideas are more important—and more honored in the breach. Innovation is MESSYto the extreme. Such an assertion (reality!) determines the success of innovation “strategies,” perhaps the wrong word. This unfolding “story” is one of the most important in my efforts to alter enterprise thinking.

  14. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.

  15. Get mad. Do something about it. Now.

  16. The “5Ps” of Innovation Success:Pissed-off-ed-nessPassionpalsPolitics [Political skill]Persistence

  17. InnoTacs

  18. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.”—Peter Job, former CEO, Reuters

  19. Characteristics of the “Also rans”*“Minimize risk”“Respect the chain of command”“Support the boss”“Make budget”*Fortune, article on “Most Admired Global Corporations”

  20. “Companies have defined so much ‘best practice’ that they are now more or less identical.”—Jesper Kunde, Unique Now ... Or Never

  21. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin

  22. InnoTacs

  23. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it.Screw it up. Try it. Try it. Try it.

  24. What makes God laugh?

  25. Peoplemakingplans!

  26. do things.

  27. “We have a ‘strategic plan.’ It’s called doing things.”— Herb Kelleher

  28. do them.

  29. A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.And paid him the agreed upon $25,000.

  30. 1. Every morning, write a list of the things that need to be done that day.2.Do them.Source: Hugh MacLeod/

  31. drill.

  32. “This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

  33. try things.

  34. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version#5.By the time our rivals are ready with wires and screws, we are on version #10.It gets back to planning versus acting: We act from day one; others plan how toplan—for months.”—Bloomberg by Bloomberg

  35. “Experiment fearlessly”Source: BW0821.06, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1

  36. “We ground up more pig brains!”

  37. The True Logic* of Decentralization:6 divisions = 6 “tries”6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win”6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT “tries” = Max probability of “far out”/”3-sigma” “win”*“Driver”: Law of Large #s


  39. Culture of Prototyping“Effective prototyping may be themost valuablecore competence an innovative organization can hope to have.”—Michael Schrage

  40. Think about It!?Innovation = Reaction to the PrototypeSource: Michael Schrage

  41. “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage,Serious Play

  42. “Learn not to be careful.”—Photographer Diane Arbus to her students (Careful = The sidelines, fromHarriet Rubin in The Princessa)

  43. “The key to a great painting is the nerve, after weeks of effort, to ‘bet the painting’ on the next brush stroke,”Master musician, San Francisco

  44. Screw. things.Up.

  45. “FAIL, FAIL AGAIN. FAIL BETTER.”—Samuel Beckett

  46. “Fail . Forward. Fast.”High Tech CEO, Pennsylvania

  47. “Fail faster. Succeed Sooner.”David Kelley/IDEO

  48. Sam’s Secret #1!

  49. “Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec

  50. “If people tell me they skied all day and never fell down, I tell them to try a different mountain.”—Michael Bloomberg (BW/0625.07)