Intro to Culture of Innovation 1/5 | Innovation eLearning
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3 سال پیش
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Peter Drucker, the father of
Peter Drucker, the father of management thinking, used to say, “Culture eats strategy for breakfast.” The concept is that your great idea doesn’t matter if you can’t put that idea into action and make it happen.
This course will help you build a culture that enables disruptive thinking, instead of leading your company toward disruption and failure. The full course is available at: https://www.trendhunter.com/emodule/i...
The key message I want to get to in today's lesson is that you're capable of more opportunities than you think, but that opportunity is so often a different path than the one that you're actually on. And to get to that path in almost every situation, you need a culture or a team around you that has everything it takes to actually break from the path that you're already stuck on. In the last lessons we walk through, chaos induced Ricciardi, which is my term for the periods of time we go through when it comes to let's start with path dependency when times are going well. Crisis, which is not good for anyone, which leads into chaos a year or so when you have a chance to try something new and returning that period where you can find that new path of what you're truly capable of.
Probably for the last decade, things were going well. Then COVID 19 hit putting us in crisis, which isn't good unless you're a mask maker, and that will lead us into a period over the next 18 months to about six to twelve or 18.
And let's expand that of chaos and chaos is actually predictable. You can identify new opportunity. Consumer needs evolve, and there is opportunity in chaos, which can help you chart the path that you're on. Chaos causes organizations to cling to the past, but the past is not always right.
Culture is the second section after ability to change. We just finished the lesson on ability to change, and today everything is going to come from the tactics and lessons learned from helping several hundred clients now in their quest to create cultures of innovation, not just seeing the word innovation, but the actual tactics, examples and stories that would help you to make an organization that can support creativity and new ideas.
The first factors urgency, next perspective and the problem you're trying to solve. A tolerance for failure. Customer obsession and intentional destruction. Specifically, what is it that you're trying to do right now is I pose that question to you.
It might seem simple, but by the end of this lesson, you're going to. Realize how powerful this question can be in helping you navigate through time periods of chaos and how powerful it can be in helping you realize what your organization is truly capable of. I'll give you a couple examples about how other organizations have answered the question of what it is they do. And Harley Davidson, a senior executive, was asked in what he noted was what we sell is the ability for a 43 year old account to ride through small towns and have people be afraid of them.
Don't be seduced by the complacency of your size and your past success. Number two, look beyond the failure of others. Number three. New ideas are awkward. You must assume tremendous potential in rival thinking and new concepts. Number four, avoid retreating to your comfort zone. Number five and most important, situational framing dictates the outcome of your strategy and strategic process, which really, for me can be summed up in one question. Specifically, what is it that you are trying to do?
This course will help you build a culture that enables disruptive thinking, instead of leading your company toward disruption and failure. The full course is available at: https://www.trendhunter.com/emodule/i...
The key message I want to get to in today's lesson is that you're capable of more opportunities than you think, but that opportunity is so often a different path than the one that you're actually on. And to get to that path in almost every situation, you need a culture or a team around you that has everything it takes to actually break from the path that you're already stuck on. In the last lessons we walk through, chaos induced Ricciardi, which is my term for the periods of time we go through when it comes to let's start with path dependency when times are going well. Crisis, which is not good for anyone, which leads into chaos a year or so when you have a chance to try something new and returning that period where you can find that new path of what you're truly capable of.
Probably for the last decade, things were going well. Then COVID 19 hit putting us in crisis, which isn't good unless you're a mask maker, and that will lead us into a period over the next 18 months to about six to twelve or 18.
And let's expand that of chaos and chaos is actually predictable. You can identify new opportunity. Consumer needs evolve, and there is opportunity in chaos, which can help you chart the path that you're on. Chaos causes organizations to cling to the past, but the past is not always right.
Culture is the second section after ability to change. We just finished the lesson on ability to change, and today everything is going to come from the tactics and lessons learned from helping several hundred clients now in their quest to create cultures of innovation, not just seeing the word innovation, but the actual tactics, examples and stories that would help you to make an organization that can support creativity and new ideas.
The first factors urgency, next perspective and the problem you're trying to solve. A tolerance for failure. Customer obsession and intentional destruction. Specifically, what is it that you're trying to do right now is I pose that question to you.
It might seem simple, but by the end of this lesson, you're going to. Realize how powerful this question can be in helping you navigate through time periods of chaos and how powerful it can be in helping you realize what your organization is truly capable of. I'll give you a couple examples about how other organizations have answered the question of what it is they do. And Harley Davidson, a senior executive, was asked in what he noted was what we sell is the ability for a 43 year old account to ride through small towns and have people be afraid of them.
Don't be seduced by the complacency of your size and your past success. Number two, look beyond the failure of others. Number three. New ideas are awkward. You must assume tremendous potential in rival thinking and new concepts. Number four, avoid retreating to your comfort zone. Number five and most important, situational framing dictates the outcome of your strategy and strategic process, which really, for me can be summed up in one question. Specifically, what is it that you are trying to do?
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