3. Focus on the one thing that will
have the greatest impact.
Sources
http://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.html
http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
http://hbr.org/tip?date=101612
9. Jack Welch: Role model management is – without
question – the key to driving behaviours
Source
Jack Welch.
http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
10. One way we learn new ways of looking at things
is to identify ourselves with a role model, boss,
mentor, friend, or consultant, and begin to see
things from that other person’s point of view.
Source: Schein, Edgar H.: Process Consultation, p. 105.
12. The executive sponsors the idea and
agrees to fund it and back it through the
development and deployment process.
Source
http://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
14. Everyone knows which decisions
and actions he or she is responsible
for.
Most important trait for
organizational effectiveness
Source
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers:
The secrets to successful strategy execution.
19. Create a platform - physical or virtual - that
allows supporters of your idea to connect
and further disseminate your idea.
Source
http://hbr.org/tip?date=090712
20. In 2005, Toyota received more than
540,000 improvement ideas from
its Japanese employees.
Source:
Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
28. Essential to this turnaround was his cultivation
of allies within the community.
For example, he [Jamie Oliver] sought out the
most influential teachers – adults who already
had the trust of the school children. Once they
saw better health was possible, it became a
genuine motivator.
Source
http://www.strategy-business.com/article/11205?pg=all
32. When we started to connect with what we call the
younger high performers, on the other hand - people
in their late 20s and early 30s - it was very different.
We would have breakfast meetings with a dozen of
them, and we would invite them to give very, very
frank views. We soon realized that they were
suffocated and that they wanted change.
So we started picking out some of these individuals
and giving them challenges.”
Ravi Kant
Source:
Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”
mckinseyquarterly.com, January 2007.
33. Girish Wagh was in his early 30s when
he headed the Tata Nano Project.
Source:
http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsolet
34. Generation Y expects to work in communities
of mutual interest and passion, not structured
hierarchies.
Consequently, people management strategies
will have to change so that they look more like
Facebook and less like the pyramid structures
that we are used to.
Sources
http://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/
http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/
Vineet Nayar
35. ”The most frozen layer in any organization, I think,
is the people with experience who think they know
best, who believe that nothing can be changed,
and who typically exhibit a not-invented-here
syndrome.
Sources:
Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”
mckinseyquarterly.com, January 2007.
http://www.hindu.com/2008/06/29/stories/2008062956021300.htm
Ravi Kant
38. Define a 100-day challenge.
Source
http://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
39. Nadim Matta found that huge amounts of talent and
resources in developing countries were being devoted
to developing top-down solutions for agricultural
productivity, clean water, maternal health, and other
areas.
So instead of experts and officials shaping solutions
and giving them to the recipients, Nadim Matta
worked with local leaders to challenge the ultimate
recipients to come up with their own solutions in
100 days or less, and to use the experts,
government officials, and aid workers as resources.
Source
http://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
40. Create a flow of value to customers
by “chunking” feature delivery into
small increments.
Source
http://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
41. “..being too focused on achieving a specific goal
may decrease extra-role behavior, such as helping
coworkers (Wright, George, Farnsworth, &
McMahan, 1993).
Goals may promote competition rather than
cooperation and ultimately lower overall
performance (Mitchell & Silver, 1990).”
Source
Ordóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.:
”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.”
http://www.hbs.edu/research/pdf/09-083.pdf
Keep in mind:
42. Idea # 10
Do different
things across
the value chain
43. People do
different things
they like to do
across the value
chain
Rational
engagement
focus
Emotional
engagement
focus
External
Change Driver
Internal
Change Driver
46. Try leading the client toward your idea with a
series of statements he/she agrees with - and
then pitch your idea as if it's his / her idea.
Source
http://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
50. Schein, Edgar H.: Process Consultation, p. 98.
http://web.hbr.org/email/archive/managementtip.php?date=022610
http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/
http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiver
Sources
52. Source:
Creating an Innovation Mindset. An interview with Vijay Govindarajan.
http://www.youtube.com/watch?v=sNzkmZdM4A4
http://www.economist.com/node/16888745?story_id=16888745
Managers must bring in
fresh voices from outside.
53. When Jamie Oliver wanted to change the
eating habits of kids at a U.S. school, he got
their attention with a single, disgusting image:
A truckload of pure animal fat.
Source
http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
55. 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.
58. Build a just try it culture - emphasize
”test and learn” instead of ”plan and
execute.”
Source
Hamel, Gary: The Future of Management, p. 120.
59. The need to experiment and fail
inexpensively in execution is where
most of the focus is these days.
Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.html
Vijay Govindarajan
61. “Fail often to succeed sooner”
Tom Kelley, IDEO
Source:
http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35
http://www.ideo.com/people/tom-kelley
63. "Anyone who has never
made a mistake has never
tried anything new."
Albert Einstein
Source
http://www.ideachampions.com/weblogs/archives/2011/03/_anyone_who_has.shtml
64. Idea # 15
Ask for forgiveness
rather than for
permission
65. ”If you see an opportunity, go for it!”
Source
Shona Brown, Google.
Hamel, Gary: The Future of Management, p. 112.
66. What rules could we get rid of today
that would increase our ability to
create value?
Source
http://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
74. 1. Does the idea cut costs within x days?
2. Does the idea help reduce polution / waste
within x days?
3. Does the idea help more people to learn
more within x days?
Examples of criteria to evaluate
whether an idea is valuable
Adapted from
http://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html