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Change Leadership

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Developing the Skills and Mindset to Drive Successful Change

Change Leadership: Developing the Skills and Mindset to Drive Successful Change

GUEST POST from Art Inteligencia

Change is inevitable in today’s fast-paced business environment. Effective change leadership is crucial for organizations to navigate through complex transformations successfully. Change leaders are those who possess both the skills and mindset necessary to drive successful change initiatives. In this thought leadership article, we will explore the essence of change leadership and delve into two notable case studies that exemplify the power of developing these skills and mindset.

Case Study 1: Apple Inc. – Steve Jobs’ Reinvention

Apple Inc., under the visionary leadership of Steve Jobs, serves as a prime example of change leadership. After a period of stagnation and declining sales in the late 1990s, Jobs returned to Apple in 1997 to revitalize the company. He recognized the need for a significant change in the company’s product portfolio and overall strategy.

Jobs’ first step was to shift Apple’s focus from a hardware-centric to a user-centric approach. He emphasized simplicity, innovation, and design as the core principles guiding the company’s product development. Jobs leveraged his mastery of storytelling to communicate this shift effectively, inspiring both his employees and customers.

Internally, Jobs fostered a culture of relentless passion and dedication to excellence. He instilled a sense of urgency and encouraged free-thinking across all levels of the organization. By developing a shared vision and empowering his team, Jobs successfully led Apple’s transformation into a global leader, revolutionizing industries with iconic devices like the iPhone and iPad.

This case study highlights the importance of change leadership in driving profound organizational transformations. Creating a clear vision, inspiring a sense of purpose, and fostering a culture of innovation are all critical components that change leaders must possess.

Case Study 2: General Electric (GE) – Jack Welch’s Cultural Revolution

Another exemplary case study of change leadership is Jack Welch’s tenure as CEO of General Electric (GE) from 1981 to 2001. Welch recognized that GE needed a significant cultural overhaul to thrive in a rapidly evolving business landscape.

He initiated a relentless commitment to enhancing GE’s operational efficiency, relentlessly pushing for change throughout the organization. Welch championed the concept of “boundaryless” behavior, encouraging open communication and collaboration across diverse teams and departments. He saw the need for a flatter hierarchical structure that empowered employees to make decisions and take ownership of their work.

Welch implemented the highly influential “Rank and Yank” policy, where the bottom-performing 10% of employees were consistently removed. This critical decision, while controversial, created a strong sense of urgency and accountability, ultimately fostering a culture of high performance and continuous improvement.

Under Welch’s leadership, GE transformed from a bureaucratic conglomerate into a lean and agile powerhouse, positioning itself at the forefront of various industries.

This case study emphasizes the significance of a change leader’s ability to create a culture that embraces continuous improvement and empowers employees. Driving change requires not only a strategic vision but also the cultivation of a positive and supportive environment that incentivizes innovation and risk-taking.

Conclusion

Change leadership is imperative for organizations seeking successful transformations in today’s business landscape. By examining the case studies of Apple Inc. under Steve Jobs’ reinvention and General Electric’s cultural revolution led by Jack Welch, we observe the critical attributes of effective change leaders. These attributes include a strong vision, effective communication, inspiring storytelling, fostering a culture of innovation, and empowering employees. Through developing the necessary skills and mindset, individuals can become change leaders capable of driving successful change, shaping the future direction of businesses, and fostering growth and innovation.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Driving Cross-Functional Innovation

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The Power of Collaboration

Driving Cross-Functional Innovation

GUEST POST from Chateau G Pato

Collaboration is a key driver of innovation, enabling diverse teams to leverage their expertise, perspectives, and skills to solve complex problems. In today’s fast-paced and interconnected world, cross-functional collaboration has become increasingly essential for businesses to stay competitive and drive meaningful change. This article explores the benefits of collaboration in fostering cross-functional innovation through two compelling case studies.

Case Study 1 – Pixar’s Creative Collaboration

Pixar, the renowned animation studio, is celebrated for its consistent delivery of groundbreaking and critically acclaimed films. One of the critical factors contributing to their success is their commitment to cross-functional collaboration. From directors to animators, writers, and technical experts, Pixar brings together diverse talents from different disciplines to create their films.

By fostering an environment of open communication and collaboration, Pixar teams challenge conventions and push boundaries. They encourage cross-pollination of ideas, creating an iterative process where different perspectives enrich the creative process. This cross-functional approach has led to numerous breakthroughs in storytelling, animation techniques, and technological advancements, enabling Pixar to create immersive and emotionally impactful films loved by audiences worldwide.

Case Study 2 – GE’s Global Research Collaboration

General Electric (GE), a multinational conglomerate, places a strong emphasis on collaboration as a catalyst for innovation. GE’s Global Research Center, one of the world’s most extensive and diverse industrial research organizations, brings together scientists, engineers, and experts from various disciplines.

By fostering cross-functional collaboration, GE harnesses the collective knowledge and expertise of its researchers. This collaborative environment has yielded groundbreaking innovations across industries, including advancements in renewable energy sources, healthcare technologies, aerospace, and more. GE’s collaboration efforts not only drive innovation but also contribute to addressing global challenges and improving the world we live in.

Benefits of Cross-Functional Collaboration:

1. Enhanced Problem-Solving: Cross-functional teams bring a range of perspectives and expertise to the table, enabling them to approach problems from different angles. This collaborative approach fosters innovative thinking and generates well-rounded solutions that address diverse needs.

2. Increased Creativity and Innovation: Collaboration sparks creativity by enabling the collision of ideas, encouraging out-of-the-box thinking, and challenging traditional paradigms. The synergy between team members from different backgrounds stimulates new perspectives and innovative solutions.

3. Improved Communication and Knowledge Sharing: Cross-functional collaboration facilitates open communication, breaking down silos and enabling the sharing of expertise and insights. This exchange of knowledge drives continuous learning, enabling teams to stay current with industry trends and leverage emerging opportunities.

4. Enhanced Decision Making: Collaboration encourages collective decision-making processes, leveraging diverse viewpoints and expertise. This approach leads to more informed and well-rounded decisions, reducing the risk of biases and improving overall organizational performance.

Conclusion

Cross-functional collaboration is a powerful tool for driving innovation and achieving organizational success. As demonstrated by the case studies of Pixar and GE, collaboration fosters creativity, problem-solving, knowledge sharing, and effective decision-making. By embracing and promoting cross-functional collaboration, businesses can harness the collective intelligence of their teams and unlock new avenues for growth, ensuring their continued relevance and competitiveness in an ever-evolving world.

Image credit: Pixabay

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The Digital Innovation Talent Shortage

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The Digital Innovation Talent ShortageI was watching our Seattle Seahawks lose to the Green Bay Packers on Sunday and was surprised to see a series of television ads air during the game from GE, not touting how great their products are, but why GE is a great place for software developers to come work.

Each 30 second advertisement will have cost GE nearly $700,000, meaning that GE probably spent $2 million last Sunday. First I’ll share the ads and then I’ll share my thoughts on their significance.

All three advertisements are in this single video from ad agency BBDO:

  • Advertisement #1 (Parents’ reaction to Owen taking a developer job at GE)
  • Advertisement #2 (Fellow students’ reaction to Owen taking a job with GE)
  • Advertisement #3 (Friends’ reaction to Owen taking a developer job with GE)

All three ads highlight the gap between most people’s industrial age thinking and our new digital reality, and close with the tagline:

“The digital company. That’s also an industrial company.”

A year ago, together with Linda Bernardi, a Chief Innovation Officer at IBM, the two of us wrote about this very subject in our article for the world’s most popular innovation web site, Innovation Excellence:

You’re Either a Technology Business or You’re Out of Business

The sad truth is that most companies don’t realize this. GE, based on this ad campaign, obviously does. I won’t re-visit all of the points in the article, but instead I encourage you to read it, and for now I’ll focus on additional thoughts emerging since then. One thing I did after publishing this article with Linda, was ask the following question at my previous employer:

“Are we a technology company that happens to serve customers in the health insurance industry, or are we a health insurance company with an IT department?”

Does anyone want to guess what the majority of people answered?

The healthcare industry is undergoing a period of incredible change, but they are not the only ones. Technology is transforming market and customer expectations faster than executives and employees can transform their thinking. Customers expect more, they demand more, in every industry, and this is opening the door both for new entrants and for existing competitors to rearrange the market share picture, IF they take strategic actions focused on transforming into a more digital, more collaborative, more innovative organization. The questions every organization should be asking themselves include:

  1. How can we modify the architecture of our organization to cope with the increasing pace of change?
  2. How can we increase our organizational agility?
  3. How can we retain the talent we need to power a true digital transformation?
  4. How can we attract the talent we need to fill the gaps in our skills base to empower a successful digital transformation and to drive success in the marketplace as a social business?

I see GE’s ad campaign as the canary in the coal mine, an example of a large company awakening to one of the major challenges every organization faces in continuing to stay relevant (and profitable) in a rapidly changing, digital, always connected world.

The fact is that almost every organization needs more digital innovation talent…

And you know what?

There is a shortage…

Keeping up with the pace of technological change is hard enough. Conducting a digital transformation, and becoming a true social business is even harder, but INCREDIBLY important to your current and future success. The companies that realize this and commit to a coordinated digital transformation, embracing the fact that they are a technology company serving a particular industry and a certain set of customers will have a better chance of attracting the scarce talent they need to complete the work to emerge out the other side. And you MUST do this before every other company out there piles on and causes an incredibly bloody fight for the scarce digital innovation talent out there, and the market share that is at risk.

I will be writing more about how to increase your organizational agility and to achieve a successful digital transformation in the coming months in the run up to the publishing of my second book by Palgrave Macmillan on organizational change and the Change Planning Toolkit™.

Are you going to be like GE and admit that you need to change the way you think of yourself as an organization and change the perception potential employees have of you in the marketplace?

Are you ready to become a social business?

Do you have what you need to achieve a successful digital transformation?

Are you ready to admit that you need help getting there?

Image credit: news-leader.com


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Is GE Trying to be Too Quirky?

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Is GE Trying to be Too Quirky?

Last week GE and Quirky announced a new partnership where GE will make some of its library of patents available as part of Quirky’s new inspiration platform, allowing inventors to use some of its patents in their potentially novel consumer product invention ideas. This on its surface is a very interesting and logical open innovation partnership. Some people are talking about it as a crowdsourcing partnership, but it isn’t really because the work product is not well-defined and being sourced from multiple competing providers. No, this is an open innovation partnership.

Here is the Quirky and GE partnership announcement video:



It is very interesting to me that GE chose to partner with Quirky and not someone like Innocentive, NineSigma, Idea Connection or someone else. I’m curious what others think this indicates about the future of these firms. Personally, I think that this is something that Quirky is better equipped to make happen than these other firms, and that Innocentive and others still fill an important need using a completely different approach (challenge-driven innovation).

Is GE Trying to be Too Quirky?

Whether or not GE creates any sizable new businesses from their participation in this partnership, I still think this is a brilliant marketing move by Beth and her team and it will be interesting to see whether any impactful inventions come from people leveraging GE’s patent portfolio.

Here is Quirky’s video announcing their inspiration platform (which they raised $68 million to help build):



There is one thing that bugs me a wee bit about Quirky. My tagline since 2006 has been “Making innovation insights accessible for the greater good” and it feels like they’ve swiped it to create theirs – “Making invention accessible.” Surely as creative people they could have invented their own tagline instead of swiping mine. 😉 (wink)

But, there is another idea of mine trapped in this announcement that I’d like to highlight and set free, and that is the idea that innovation is not just about ideas, but that other factors are equally important – including inspiration, investigation, and iteration. These are captured in my incredibly popular Eight I’s of Infinite Innovation framework.

Eight I's of Infinite Innovation

Be sure and follow this article link to the Eight I’s of Infinite Innovation if you missed the link above, or if you’re not clicking away to learn more, here is a quick list of the eight stages:

  1. Inspiration
  2. Investigation
  3. Ideation
  4. Iteration
  5. Identification
  6. Implementation
  7. Illumination
  8. Installation

Personally I don’t think their platform appears to go far enough to deliver inspiration or to empower investigation, and as a software and internet guy I would be happy to help Quirky and GE strengthen the solution if they’re interested in making this platform more successful.

Will any successful innovations come out of this GE and Quirky partnership?

I’d love to hear what you think.

Image credits: GE, Quirky


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