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  • feedwordpress 00:19:11 on 2016/09/22 Permalink
    Tags: AARON RENN, , , , , , , competition, , environment, , innovation comes from the edges, james clear, John Carpenter, john hagel, Katy Lynch, metaphors, pearls of wisdom, peter thiel, , Roosevelt University, Scott Kleinberg, Shia Kapos, silicon valley, , stategy, strategy, , texas, the edge of innovation, thiel   

    Dear Chicago: Embrace the Edge 


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    Dear Chicago: Embrace the Edge

    Last week, Peter Thiel casually and brazenly denigrated Chicago, hyping Silicon Valley while speaking at a Roosevelt University Chicago event:

    In Thiel’s own words: “If you are a very talented person, you have a choice: You either go to New York or you go to Silicon Valley.”

    Chicago has reacted with numerous self-depricating or defensive articles.

    Buck up, Chicago.

    According to the IRS, Five MILLION people have left California in the past decade. The exodus equates to a whopping net loss of $26 billion in annual income for the state. The majority headed to one of five states: Texas, Oregon, Nevada, Arizona, Washington.

    The reason for the California exodus is no secret: exorbitant housing costs, a housing shortage, the second lowest home ownership rates in the country, high taxes, statewide unemployment higher than the national average, low wages, fiscal instability, systemic gender/race discrimination, increasing business regulation, not to mention a dearth of companies solving *actual* problems, severe droughts, a water shortage, earthquakes, dry lightning, and accelerating ozone pollution levels (also among the highest in the country).

    Peter Thiel paints a rosy picture of Silicon Valley. Meanwhile Silicon Valley’s restaurant industry is literally starving.

    Location is everything. Research has proven that environment has a surprisingly strong influence on success. Unless you fit the Silicon Valley’s very narrow niche “mold for success” (read: white, educated, technology-savvy males under age 40 — age 50 if you are lucky enough to be a VC — with money and family connections), look elsewhere for opportunity. The folks in Silicon Valley are not more talented; they’re merely more insular, provincial, protectionist, and elitist with regard to membership in their private club.

    Remember folks: DIVERSITY DRIVES INNOVATION and INNOVATION COMES FROM THE EDGES. In the words of brainy entrepreneur James Clear: “Life is a game; if you want better results over a sustained period of time, play the game in an environment that favors you.” James also wisely once advised: “worry not — aim for the subtle art of not giving a f*ck.”

    Embrace the edge, Chicago. Don’t kow-tow to Silicon Valley pundits and bullies. You’re better than that.

     
  • feedwordpress 22:06:56 on 2015/12/30 Permalink
    Tags: agile, , business strategy, change agents, , competition, corporate change, , , , lean innovation, lean startup, prosci, stage-gate   

    CHANGE MANAGEMENT: PROSCI IS DEAD 


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    CHANGE MANAGEMENT: PROSCI IS DEAD

    PROSCI change methodology has been widely used in both private and public sectors to manage “the people side of change.” The methodology is based on three phases: (1) PREPARING FOR CHANGE READINESS, (2) MANAGING CHANGE, and (3) REINFORCING CHANGE. But PROSCI is fast becoming a relic – a dogmatic, outdated methodology based on old school management and business strategy perspectives that should be deemed obsolete.

    HERE’S WHY…

    Change has become much more multi-faceted. In today’s fast-paced, fiercely competitive world — a volatile world where ambiguity and fluctuation abound with an ever-accelerating rate of technology adoption — change is inevitable and constant. All organizations change, regardless of whether employees are “prepared and ready.”

    Executives and HR managers can no longer prod or coax people to change — and they can’t afford to wait until employees are “prepared and ready” for change. Neither can they merely be content to “manage” change; they need to be ahead of it. Implementing a three-phase change management control process, project workstream, and checklist will leave you the equivalent of three (or more) phases behind in the dust, struggling to recover pace.

    IF PROSCI’S DEAD, WHAT’S NEXT?

    Beyond communicating a clear vision, allocating the right resources, and aligning performance management systems, the key to successful organizational change is removing barriers and creating circumstances in which employees’ inherent motivation and drive is freed and channeled toward achievable goals. Every single day. Doing so requires a shift in perspective; where employees are not merely informed about change or trained to manage/handle change but rather deemed to be an integral active component of the entire change equation.

    Instead of managing change, you need to lead through change and create it. “Change management” has shifted to “change leadership.” You need to recognize that in today’s brave new world, every employee — top to bottom in your organization — is a change agent and a valued member of your “continuous change team.” As are your customers.

    MORE STRATEGIC METHODOLOGY OBSOLESCENCE

    When it comes to strategic methodology obsolescence, ANYONE who professes to have the silver bullet solution in today’s volatile, uncertain world is selling you a half-sighted, flawed manifesto. For instance: practicing lean startup without acknowledging/integrating aspects of design thinking, agile, stage gate, and other “best practice” methodologies will only impede your company’s capacity to innovate and create what’s next.

    An organization’s ability to adapt and integrate MULTIPLE strategic methodologies — or better yet customize their own approach based on their company’s unique capabilities, current environment, and future market potential — will define its’ ultimate competitive advantage.

     
  • feedwordpress 20:48:04 on 2014/02/26 Permalink
    Tags: actionable benchmarking, actionable results, audits, , brands, , , Coke, competition, General Mills, , , ,   

    The #1 Secret of Successful Benchmarking 


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    The #1 Secret of Successful Benchmarking

    Benchmarking can be a company eye-opener. Internal, competitive, and outside industry benchmarking all have merits. Internal benchmarking can foster best practices. Assessing performance versus competitors can reveal your shortcomings and tell you where to focus. Looking at other industries can generate creative ideas for growth.

    During my days leading marketing and innovation initiatives at Coke, General Mills, and Whole Foods, I participated in numerous company benchmarking exercises. We benchmarked quality measures, workload, product development, pricing, channel management, market information management, packaging design, and marketing implementation. Each company had its own unique approach to benchmarking — from searching publicly available data to primary research using IT-supported software tools.

    Here’s what I learned: the secret of successful benchmarking isn’t about HOW or WHERE YOU DIG. In other words, it isn’t about how you conduct your audit (there are no “right” or “wrong” rules). Or whether you benchmark performance inside the four walls of your company, against competitors within your industry, or outside your industry…

    The #1 Secret of Successful Benchmarking

    The #1 secret of successful benchmarking is knowing what to do with the information you discover — taking the results and making them actionable.

    Knowing where you stand provides a point of reference for what could be and reveals uncommon, oft surprising insights — but it’s only half of the equation. Discovery is not enough. Benchmarking data needs to support action to have any significant meaning or effect. And this holds true for companies of all sizes — from startups to global Fortune 100 corporations.

    How to Make Benchmarking Data Actionable

    Actionable data is always better than big data. The most important part of any benchmarking process is creating a plan of action that will improve organization performance. You need to leverage your new knowledge and implement changes.

    Some tips to get you started:

    1. Start with a Goal
      Before you launch any benchmarking initiative, define what you want to accomplish. Clear objectives. How will you use the data to create value? At Coke, our benchmarking exercise goal was to justify shifting from glass to plastic packaging in the Non-Carbonated Beverages Division.
    2. Schedule Collaborative Sessions To Review Benchmark Findings
      Facilitate internal discussion and interaction to identify ways that you can use results to improve business performance. After conducting retail industry benchmarking activities at Whole Foods, we held numerous cross-functional team member workshops to assess and plan store design and product merchandising changes.
    3. Improve Your Enterprise Asset Management Systems
      Despite IT asset management systems being at the bottom of the trough of disillusionment in Gartner’s 2012 Hype Cycle, a good asset management system can make actionable benchmarking less formidable. Sharing knowledge assets across your company can improve data utilization and performance. With nearly 40,000 employees worldwide, General Mills used benchmarking results to build a massive standardized system for managing enterprise learning. The result? Stronger total employee engagement across the organization. Early stage companies can do this too, simply by storing and sharing data between founders and future team members.
    4. Integrate Benchmarks Into Sales and Operations Planning Cycles and Day-to-Day Planning
      Help the front line. Ensure that benchmarking data is available to employees every time they make a decision about the future. This single act can boost innovation in your company from the bottom up.
    5. Reallocate Resources
      Consider realigning resources — tear down silo walls — to activate your company’s plan of action after benchmarking. Concentrate resources on realistic targets.

    Hungry for more benchmarking best practices? Check out this oldie but goodie from Harvard’s Working Knowledge titled, “Best Practices for Benchmarking,” originally published in 2003. Ahh, memories! That was the year I officially incorporated RE:INVENTION, inc..

     
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