The next generation of leaders are finding that the path to innovation is not as straight forward as it once was. These days we need to find new methods to create value – and the innovation equation may prove to be a winning formula.
When it comes to backing innovation – whether in the enterprise or in the startup sector, there is a great deal of value to unlock by promoting and supporting women. Leaders can make personal, professional and industry-wide impacts when they strategically back female founders and emerging women leaders.
How do you keep a watching brief on business opportunity? As a leader you need to develop a disruptive innovation radar that helps you see beyond the horizon.
Leaders don’t have to be entrepreneurs – but they do need an entrepreneurial mindset. The leaders of the future will embrace change and chaos, and will find comfort in discomfort.
What would describe your leadership style? Would others say you have a fixed or a growth mindset? Here’s why you should aim for growth.
Employee engagement is fundamental to high performance and business growth, and it can be substantially impacted by your performance as a leader. Take a future-forward mindset, and work to improve employee engagement using your head, heart and hands, and you’ll be surprised how quickly growth is impacted.
We are all attracted to the new. But is your innovation lasting or is just bright and shiny?
2016 was a year of disruption, change and innovation. What have we learned?
No matter whether you are just starting out in your career or about to retire, saying “yes” to high visibility projects should be at the top of your list of priorities.
I will be the first to admit that numbers matter. It matters that you set them, pursue them and achieve them. As leaders, we need to be across the numbers – from revenue targets to cost centers, investments to acquisitions, and everything in between. But not all numbers matter in the same way. I was reminded of this recently, reading startup entrepreneur, Steve Blank’s article on the challenges facing chip manufacturer, Intel. Like most large enterprises, Intel is building and optimizing its business based on its past successes. As one of the most successful technology companies of the past century, Intel has been at the forefront of tech-driven innovation. How many of us remember the “Intel inside” stickers emblazoned across our computers, servers and laptops? But there has been a shift recently. Intel’s last two CEOs delivered outstanding numbers – both in terms of profit and R&D investment. They optimized and executed at scale, with assured expertise. Yet, at the same time, Intel also missed two significant technology trends. As Blank points out, the first was the shift away from desktop computing and the second, was the opportunities presented by collaboration and licensing of technologies. While Intel has recently announced layoffs to the tune of about 11% of its workforce, it’s not yet the end of the road. It’s chip architectures still dominate data centers the world over, it has deep expertise, capability, intellectual property and leadership. But can it look to a different type of number to drive its future performance? The Three Horizons model of innovation provides leaders with a framework for managing current and future growth...
Leaders struggle to balance the competing needs of near term and longer term objectives. But it doesn’t have to be that way. By taking a structured approach to innovation we can learn to balance new innovation alongside our existing businesses.
Today I walked out of the office and into the fresh air. I stopped, looked across the parking lot, looked to the sky and began to walk. I took my time. I took long, deep breaths and felt the clear, unfiltered air filling my body. My head cleared and I scanned the horizon. What was in front of me? Opportunity as far as I can see. Sometimes I drive alone, and sometimes I travel with colleagues. I am always interested to observe the way that people change once they step outside of the office. Do they loosen their ties? Run their fingers through their hair? Do they take a moment to pause and take in the world around them? I particularly like it when there is more than two of us. Three or four is great. We get to my car and I wait and watch, Who will take the passenger seat? Who offers to sit in back? Is this a transaction or an experience? It is a small thing, but it is important. It reveals plenty. This episode reminded me of Seth Godin’s recent article on the “front row culture”. It is a style of culture that I very much strive to foster: The group files into the theater, buzzing. People hustle to get to the front row, sitting side by side, no empty seats. The event starts on time, the excitement is palpable. The other group wanders in. The front row is empty and stays that way. There are two or even three empty seats between each individual. The room is sort of dead. In both cases,...
The compassionate leaders understand that, more than ever, we are more closely connected to each other in the workplace and beyond.
There has been much public focus and attention on the subject of equal pay – but in the seven years since the passing of the Lilly Ledbetter Fair Pay Act, little has changed. Equality is a goal worth striving for – but the culture of business needs work before we can see more significant gains made.
Often when we think of innovation, we call to mind those projects that fly below the radar within the enterprise, only to surface at some point to loud applause, fully formed and functioning. These are the make or break innovations that change companies or industries. In the 20th Century, these innovations were kept well away from the core business as they could not be easily accommodated within the functions, structures and business models of the enterprise – and would only be brought into full view of the world when the conditions were right. The pioneer of this model was aircraft manufacturer, Lockheed. Under the leadership of chief engineer, Kelly Johnson, the Lockheed Skunk Works produced many of the industry’s advanced projects including the first US fighter plane – the XP-80. But the Skunk Works had very humble beginnings – in a rented circus tent alongside one of Lockheed’s manufacturing plants. Its first project commenced four months before an official contract was in place and there was no official submittal process. Even the name of this mysterious innovation division was secret until: One day, [team engineer] Culver’s phone rang and he answered it by saying “Skonk Works, inside man Culver speaking.” Fellow employees quickly adopted the name for their mysterious division of Lockheed. “Skonk Works” became “Skunk Works.” The once informal nickname is now the registered trademark of the company: Skunk Works®. The Skunk Works model has been so successful that it is routinely followed by the most innovative of 21st Century companies. Google has Google X where self-driving cars, wearable computers and indoor mapping technologies have been hatched. Amazon...
Where the lean startup approach focuses on ideas, coding and data, lean leadership sets the conditions for maximum acceleration. But what of leaders and leadership? Here are five principles for the lean leader.
If innovation is in your job title, then it’s time to get social – even for the most skeptical of leaders.
Innovation is notoriously hard work – yet we cannot ignore the change that is taking place in and outside of our businesses. Leaders must face the challenge head on