Innotac innovation tactics tom peters innotac 0621 06
Download
1 / 75

InnoTac/ Innovation Tactics Tom Peters/InnoTac.0621.06 - PowerPoint PPT Presentation


  • 79 Views
  • Uploaded on

InnoTac/ Innovation Tactics Tom Peters/InnoTac.0621.06. Premises I.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' InnoTac/ Innovation Tactics Tom Peters/InnoTac.0621.06' - apollo


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Innotac innovation tactics tom peters innotac 0621 06
InnoTac/Innovation TacticsTom Peters/InnoTac.0621.06



“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)


“Forbes100” from 1917 to 1987 organizations weather the downturn, but this approach will ultimately render them obsolete.: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics


More than 1 r d spending last 25 years
More than $$$$ from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:#1R&D spending, last 25 years?


GM from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics


Premises ii
Premises II from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


What “We” Know “For Sure” About Innovation from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Big mergers [by & large] don’t workScale is over-ratedStrategic planning is the last refuge of scoundrelsFocus groups are counter-productive“Built to last” is a chimera (stupid)Success kills“Forgetting” is impossibleRe-imagine is a charming idea“Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox-like brains)“Tipping points” are easy to identify … long after they will do you any good“Facts” aren’tAll information making it to the top is filtered to the point of danger and hilarity“Success stories” are the illusions of egomaniacs (and “gurus”)If you believe the memoirs of CEOs you should be institutionalized“Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing“Top teams” are “Dittoheads”CEOs have little effect on performance“Expert” prediction is rarely better than rolling the dice


Try it
Try It from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:


from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters,

Canadian O & G wildcatter (80%)


“While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.”—WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006


“We made mistakes. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10.It gets back to planning versus acting: We

act from day one; others plan how to plan—for months.”

—Bloomberg by Bloomberg


The secret of fast progress is inefficienc y fast and furious and numerous failures kevin kelly
“The secret of fast progress is think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version inefficiency, fast and furious and numerous failures.”—Kevin Kelly


Culture of Protot think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version yping“Effective prototyping may be the most valuable core competence an innovative organization can hope to have.”Michael Schrage


Think about it innovation reaction to the prototype michael schrage
Think about It!? think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Innovation = Reaction to the PrototypeMichael Schrage


We are in a brawl with no rules paul allaire
“We are in a brawl with no rules.” think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version —Paul Allaire


S a v
S.A.V. think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version


S crew a round v igorously
S think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version crew Around Vigorously


Screw it up
Screw It Up think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version


Fail faster succeed sooner david kelley ideo
think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Fail faster. Succeed sooner.”David Kelley/IDEO


Fail forward fast high tech exec pa
Fail. Forward. Fast. think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version –High-tech Exec/PA


Fail fail again fail better samuel beckett
“FAIL, FAIL AGAIN. FAIL BETTER.” think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version —Samuel Beckett


Reward excellent failures punish mediocre successes phil daniels sydney exec
think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec


Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation
Read This! think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation


Sam s secret 1
Sam’s think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Secret #1!


“Tom, very simple. think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version Sam was not afraid to fail.”—David Glass to TP, on the occasion of Sam’s induction into The Sales & Marketing Hall of Fame


Plan b
Plan B think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version


"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”—Andy Grove


“The most successful people are those who on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”are good at plan B.”—James Yorke, mathematician, on chaos theory in The New Scientist


Parallel universe
Parallel Universe on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”


Build a school on top of a school the parallel universe strategy
Build a “School on top of a school” on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”(The Parallel Universe Strategy)


B.School Innovation Strategies on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”: Exec Ed/Continuing Ed (fewer restraints). Web (fewer restraints). “Parallel Universe” approach (JKC/Bob S)! Recruit “weird” (in places you can get away with it—eg, students, continuing ed faculty lesser admin jobs)!Message: LOOK FOR/EXPLOIT THE “WEAK” (Unregulated) SPOTS!


JKC on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”


Jkc smith 1 scour for renegades wine dine 2 go outside for funds
JKC/Smith on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”1. Scour for renegades; wine & dine.2. Go outside for funds.


Change? Ha! Try: End Run! on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”Build Your Own! Period!“We’re never going to persuade the conservatives to accept [our view]. We need to build our own institutions.”—anon.


Parallel universe venture fund
Parallel Universe/ on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”Venture Fund


Venture fund e g gerstner amex dow marriott grove intel bedbury starbucks
“Venture” fund on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”(E.g. Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks)


2 50 scott bedbury starbucks 1 4 of 400 grabbed best all wanted to be there 2 50
2/50* on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”*Scott Bedbury/Starbucks/<1%/<4 of 400/ grabbed best/all wanted to be there/2%-50%


Shell on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”“Game Changer”10% of technical budget “set aside and used to fund promising but nontraditional ideas through a staged funding process similar to that used by venture capitalists” Source: Financial Times/08.2003


We are what we eat
We Are on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.” What We Eat


We become who we hang out with
We on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”become who we hang out with!


Measure “Strangeness”/Portfolio Quality on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”StaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


Requirement discomfort
Requirement: Discomfort on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”


I m not comfortable unless i m uncomfortable jay chiat
“I’m not comfortable unless I’m uncomfortable.” on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”—Jay Chiat


Find em
Find ’em on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”


“Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.”—Bob Stone (Mr ReGo)


“Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR


Sing them
Sing Them already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames


Demos heroes stories
Demos! already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames Heroes! Stories!


REAL Org Change already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames:Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes(mostly extant: “burned to reinvent gov’t”)/ Stories&Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders&Recognition(Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers(networking mania)/ Protectors/ Support Groups/ End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus(3 COs) (long way away)/Speed (O.O.D.A. Loops—act before the “bad guys” can react)C.f., Bob Stone, Lessons from an Uncivil Servant


Stories … already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flamesPaint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renegades … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules


“My mission is that of a mole—my existence only to be known by upheavals.”—Jan Morris, Fisher’s Face, Or, Getting to Know the Admiral


Org structure
Org Structure known by upheavals.”


Core Mechanism known by upheavals.”:“Game-changing Solutions”PSF(Professional Service Firm “model”/The Organizing Principle)+Brand You(“Distinct” or “Extinct”/The Talent) +Wow! Projects (“Different” vs “Better”/The Work)


Band of brothers sisters
Band of Brothers known by upheavals.”(& Sisters!)


“Never doubt that a small group of committed people known by upheavals.” can change the world. Indeed it is the only thing that ever has.”—Margaret Mead


Hard is soft soft is hard
Hard is soft. known by upheavals.”Soft is hard.


First level scientific success the smartest guy in the room wins or
First-level Scientific Success known by upheavals.”The smartest guy in the room wins”Or …


First-level Scientific Success known by upheavals.”FanaticismPersistence-Dogged TenacityPatience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)PassionEnergyRelentlessness (Grant-ian) EnthusiasmDriven (nuts!) (Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)Scrounge (“gets” the logistics-infrastructure bit)Master of Politics (internal-external)Tactical GeniusPursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/MagneticProlific (“ground up more pig brains”)EgocentricSense of History-DestinyFuturistic-In the MomentMono-dimensional (“Work-life balance”? Ha!)Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)Luck


Hard is soft soft is hard1
Hard is soft. known by upheavals.”Soft is hard.


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05
“Most important, known by upheavals.” heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


4/40 known by upheavals.”


4/40 known by upheavals.”


De cent ral iz a tion
De-cent-ral-iz- known by upheavals.”a-tion!


Ex e cu tion
Ex-e- known by upheavals.”cu-tion!


Ac count a bil ity
Ac-count-a-bil-ity! known by upheavals.”


6 15a m
6:15A.M. known by upheavals.”


Inno64 innovation strategies tactics
Inno64: Innovation Strategies known by upheavals.” & Tactics


Parallel universe known by upheavals.”/Exec Ed v res MBA

End run regnant powers/JKC

Find done deals-practicing mavericks/Stone-ReGo

Bell curves2016 in 2006

Non-industry benchmarking

Everything = Portfolio

V.C.s all!

Hot language/Wow-Astonish me-Insanely great-immortal-Make something great

Lead customers/PW-Embraer

Lead suppliers /Top decile R&D

Weird alliances

Mottos/Paul Arden (“Whatever You Think Think the Opposite”)

Hire freaks/Enough weird people?

Weird Boards!!!


CEO track record of Innovation (nobody starts at 45!) known by upheavals.”

System/GE-Immelt

“Strategic thrust overlay”

Calendar

Big Delta easier than Small

MBWA with freaks-weirdos/JKC

MBWA/Boonies’ labs

V.C.-formal/Intel

Acquire weird

Children’s crusade

Old farts crusade

Go Global at any size

Stop listening to customers

Talent!/Unusual sources-Hire innovators-V.C.s

Eschew giant mergers


Remember: scale economies max out early known by upheavals.”

Assisted suicide! (“Built to last” = Chimera-snare-delusion)

Burn your press clippings

“Forgetting” “strategy”

Fire all strategic planners

Tempo!

Final product bears little relation to starting notion

Design! Design! Design! (“culture,” not program)

All innovation: Pissed-off people

Gut feel rules!

Focus groups suck

Weird focus groups okay

Be-Do philosophy


Celebrations known by upheavals.”

Culture-little as well as big Inno (“everyone-an-innovator”)

Life = Wow Projects

Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback)

R.F.A.

Culture of execution

4/40: decentralization, execution, accountability, 615AM

EVP (S.O.U.B.)/Systems-process “un-design”

Diversity for diversity’s sake

Women-Women-Women/customers (they “are the market,” not a “segment”)-leaders

Boomers-Geezers (“all the money”)


CRO (Chief Revenue Officer) “culture”/top-line obsessed known by upheavals.”

CIO (Chief INNOVATION Officer)

Laughter

Facility-space configuration

Experiments-prototypes

“Reward excellent failures. Punish mediocre successes.”

Bizarrely high incentives (& penalties)

We are what we eat/We are who we hang out with (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners-Customers-Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap-IS/IT Projects-HQ Location-Lunch Mates-Language-Board)


ad